AUDITOR SELECTION COMMITTEE MEETING AGENDA

Roll Call to Confirm a Quorum
Public Comment Period
Review of Auditing Services Proposal
James Moore & Co.
Ranking of Auditing Services Proposals (provided under separate cover)
Adjournment

BOARD OF SUPERVISORS’ MEETING AGENDA

Administrative Matters
Call to order
Roll call to confirm a quorum
Public Comment Period [for any members of the public desiring to speak on any proposition coming before the Board]
Consideration of the Minutes of the June 10, 2022 Board of Supervisors’ Meeting and Auditor Selection Committee Meeting
Consideration of Resolution 2022-04, Ratifying Actions Taken by the Board at Its June 10, 2022 Meeting (provided under separate cover)
Consideration of Resolution 2022-05, Setting an Annual Meeting Schedule for Fiscal Year 2022/2023

Review and Acceptance of the Engineer’s Annual Inspection Report
Review and Acceptance of the Stormwater Needs Analysis Report
Consideration of Recommendation of the Auditor Selection Committee
Review and Acceptance of FY 2020-2021 (October 1, 2020 - September 30, 2021) Annual Financial Report [Also known as the District’s annual audit, which is transmitted to the State of Florida each year. The Board will be asked to accept the audit]
Ratification of Funding Request Numbers 167 - 172
Review of District’s Financial Position

Other Business Staff Reports
District Counsel
District Engineer
District Manager Audience Comments Supervisors Requests

Adjournment

AUDITOR SELECTION COMMITTEE MEETING AGENDA

Roll Call to Confirm a Quorum
Public Comment Period
Review of Auditing Services Proposal
James Moore & Co.
Ranking of Auditing Services Proposal
Adjournment

BOARD OF SUPERVISORS’ MEETING AGENDA

Administrative Matters
Call to order
Roll call to confirm a quorum
Public Comment Period [for any members of the public desiring to speak on any proposition coming before the Board]
Consideration of the Minutes of the June 10, 2022 Board of Supervisors’ Meeting and Auditor Selection Committee Meeting
Consideration of Resolution 2022-04, Ratifying Actions Taken by the Board at Its June 10, 2022 Meeting (provided under separate cover)
Consideration of Resolution 2022-05, Setting an Annual Meeting Schedule for Fiscal Year 2022/2023

Consideration of Proposal for FY23 Engineer’s Annual Inspection Report
Review and Acceptance of the Engineer’s Annual Inspection Report
Review and Acceptance of the Stormwater Needs Analysis Report
Consideration of Recommendation of the Auditor Selection Committee
Review and Acceptance of FY 2020-2021 (October 1, 2020 - September 30, 2021) Annual Financial Report [Also known as the District’s annual audit, which is transmitted to the State of Florida each year. The Board will be asked to accept the audit]
Ratification of Funding Request Numbers 167 - 172
Review of District’s Financial Position

Other Business Staff Reports
District Counsel
District Engineer
District Manager Audience Comments Supervisors Requests

Adjournment

PBR
COMMUNITY DEVELOPMENT DISTRICT

Auditor Selection Committee

PBR
COMMUNITY DEVELOPMENT DISTRICT

Proposal for Auditing Services

People Focused. Just Like You.
121 Executive Circle
PROPOSAL TO PROVIDE	Daytona Beach, FL 32114
ANNUAL AUDIT SERVICES FOR	386-257-4100
PBR COMMUNITY DEVELOPMENT DISTRICT	www.jmco.com

Proposal To Provide Annual Audit Services To
PBR Community Development District
For the fscal year ending September 30, 2022, with an option for two additional annual renewals

Legal Name

Contacts

James Moore & Co., P.L.
FEIN 59-3204548
121 Executive Circle
Daytona Beach, Florida 32114

Phone: 386-257-4100
Fax: 386-252-0209
www.jmco.com

Zach Chalifour, CPA
Engagement Lead Partner Zach.Chalifour@jmco.com

James Halleran, CPA
Engagement Quality Control Review Partner James.Halleran@jmco.com

 August 18, 2022	

AT YOUR SERVICE.
ALWAYS.

Table of Contents
Transmittal  Letter	1
Ability of Personnel	3
Moore at a Glance ��������������������������������������������������������������������������������������������� 3 Ofce  Locations   ������������������������������������������������������������������������������������������������   4 Awards  and  Recognitions  ���������������������������������������������������������������������������������  5 Firm  Afliations   �������������������������������������������������������������������������������������������������   6 Proposed Stafng Plan  �������������������������������������������������������������������������������������� 7 Résumés  �����������������������������������������������������������������������������������������������������������  8
Proposer’s Experience	17
Government Services Team ����������������������������������������������������������������������������� 17 Comprehensive Government Experience �������������������������������������������������������� 18 Experience with Authorities and Other Special Districts ��������������������������������� 19 References  ������������������������������������������������������������������������������������������������������   20 Peer Review Overview  �������������������������������������������������������������������������������������  21 Peer Review Report ����������������������������������������������������������������������������������������  22
Understanding of Scope of Work	23
Ability to Furnish the Required Services	24
Price	25

A PROPOSAL TO PBR COMMUNITY DEVELOPMENT DISTRICT

Transmittal LetterA
August 18, 2022

Jane Gaarlandt, District Manager PFM Group Consulting LLC
3501 Quadrangle Boulevard, Suite 270
Orlando, FL 32817

Dear Ms. Gaarlandt and Members of the Selection Committee:
We are pleased to present our proposal to continue providing annual audit services to the PBR Community Development District (District) for the fscal year ending September 30, 2022, with an option for two additional renewals� Continuing our working relationship with the District is something we are looking forward to and we hope you are as well� Our dedication to clients runs deep and we know working together will pave the way for many achievements� Seeing our clients succeed is why we got into this business in the frst place�
As a regional Florida firm that appreciates all our area has to offer, we have a vested interest in providing the highest level of service to the District As such, this proposal highlights what makes James Moore the best firm to perform your audit.
We See The Value In People
At James Moore our objective is to help the people who make the world a better place� We work alongside local governments so they can focus on the important tasks at hand� We cut through the clutter and help you to navigate the nuts and bolts of doing business so you can continue on your path of changing your community for the better� We are on the same wavelength when it comes to commitment level, which is why we provide what is needed to help you meet your fnancial goals and serve the people in your community�

We Know The Local Government Sector + We Know It Well
James Moore has served more than 100 local governments throughout the state of Florida, and we have experience with community development districts:
» Bridge Harbor Community Development	»  PBR Community Development District
District	»  SWI Community Development District
»	CBL/BM Port Orange West Community	»	Villages of Avignon Community Development	
	Development District		District	
»	One Daytona Community Development	»	Walkers Green Community Development	
	District		District	
We established a Government Services Team comprised of individuals who work almost exclusively on these engagements� These team members are entrenched in the government industry, both in the services we provide to governmental entities throughout Florida and because of our industry associations�
Members of your engagement team are well versed in the intricate requirements of state and federal single audits� They also monitor GASB pronouncements and have extensive experience helping our clients interpret and implement new standards as they are released� We consider this to be a standard part of our role as auditors and trusted business advisors�
We’re proud of this experience because we’re able to understand all the diferent aspects of the District� Knowing what we know and doing what we do, we can provide efcient audits — which means fewer disruptions for you and your staf�
We know the grind never stops, so we’re here for you all year round!

Transmittal LetterA

Let’s See What The Numbers Say
We’re just going to come out and admit that we’re experts in fnancial matters� However, it is our stellar client service that sets us apart from the rest� But don’t just take our word for it — check out this telling statistic:
»  100% of our government clients are likely to recommend James Moore to others
If you’re wondering what the percentage is referring to, it’s our Net Promoter Score (NPS), a leading indicator of customer experience and business growth that is recognized around the world� The average score for a company is 19 — so when it comes to our percentage, we’re really blowing the competition out of the water!
Not convinced yet? Let’s see some more statistics from our government clients:
»  100% of them are satisfed working with us
» 100% consider our team to be diligent and respectful
»  Respondents graded us at over 90% on their relationship with us + our reputation
The Moore, The Merrier
We are always looking to expand the ways we can provide help to diferent industries� We not only specialize in industries, we specialize in fnancial know-how and dedication to diversity� We are a company who values people and individuality, because we know what makes us diferent is what makes us better�
We’re proud we have learned so much about the government sector over the years� This kind of know-how means we are fully equipped to assist the District in every way possible� James Moore’s services provide the best value for our clients, and we’re delighted to continue this journey with you�

Let’s see what the future has in store for us!A

Sincerely,
James Moore & Co�, P�L�

Zach Chalifour, CPA Partner

Moore at a Glance

Service is the sole purpose of our existence.A
-Mr. Moore

OFFICES
Back in the day, we were a sole proprietorship� Since then, we have steadily grown into a regional accounting frm with ofces in:
» Daytona Beach
» DeLand
» Gainesville
» Ocala
» Tallahassee

JAMES MOORE & CO., P.L.
» Licensed as a certifed public accounting frm
» Limited liability company
» Founded in 1964
» For more than 55 years, our frm’s primary focus has been on serving the needs of clients and helping them achieve their goals (and by and large, we’ve succeeded!)

OUR PEOPLE
» Highly skilled, professional, and unique individuals (they’re also our primary asset)
» Focused on creating exceptional career opportunities for our people (when they grow, we grow!)
» Recruited from local universities who graduated in the top 25% of their graduating class
» An equal employment opportunity company with a culturally and ethnically diverse workforce

James Moore & Co., P.L.A

	FIRMWIDE	DAYTONA BEACH	DELAND	GAINESVILLE	OCALA	TALLAHASSEE	
Members (partners)	21	4	1	13	1	2	
Managers & Directors	60	16	2	30	4	8	
Accounting Staf	78	21	4	31	9	13	
Accounting & Controllership Staf	29	5	1	18	-	5	
Technology Solutions Consulting Staf	13	3	-	9	-	1	
Administrative Staf	42	6	4	21	7	4	
Total	243	55	12	122	21	33	
Government Audit Staf	49	12	3	27	-	7	
CPAs	90	26	3	44	4	13	

Office LocationsA
One Firm Working Together to Make Your Engagement a Success

While your engagement members are based primarily out of our DaytonaA Beach office, we are never segregated from the entire James Moore team. We employ cloud solutions and other technology tools to manage communication, efectively transfer documents, and safely store data. This means we can assign engagement staf based on specialized expertise instead of location. Our use of technology improves
our processes, sparking efciency and collaboration… and providing the bestA outcome for you!A

5 STATEWIDE LOCATIONS & GROWING

Awards and Recognitions
Recognitions aren’t about giving ourselves a pat on the back. They're about serving you as best we can. That said, our dedication to personal service has caught the attention of the industry. We’re extremely humbled by the recognition and inspired to live up to it every day.

Recognized as aA Best Firm for EquityA Leadership by theA Accounting MOVEA Project, withA
52% womenA partners in our firm.

» Named by Forbes Magazine as one of America's Top Recommended Tax & Accounting Firms.

» Accounting Today named James Moore the #1 Best Firm for Women in 2020 and a Best Accounting Firm to Work For multiple times since 2015.
» Florida Trend has ranked James Moore as one of the Top 25 Accounting Firms in Florida since 2014.

» INSIDE Public Accounting recognized James Moore as a Top 200 Firm since 2010 (12 years running!).

Firm AffiliationsA

The Attention of a Regional Team. The Gravitas of an International Firm.
When you hire James Moore, regional frm service comes with big frm backup. Our afliations and memberships provide us with resources and networks around the world. So we keep our knowledge up to date and can reach out to additional experts whenever it will beneft you.

Statewide Afliation
James Moore is a member of the Florida Institute of Certifed Public Accountants (FICPA), as well as various other trade associations related to the industries we serve.

National & International Afliations

Our frm is a member of the American Institute of Certifed Public Accountants (AICPA). In addition, James Moore is a member of AGN International, an association of independent accounting frms represented in more than 82 nations around the world, complementing our ability
to serve our clients. This afliation provides access to a wide array of resources, management tools, educational opportunities, and professional experience. Our connection with AGN International enhances our ability

to support and better serve our clients through a continuous exchange of information and resources.

Governmental Organizations

James Moore is a member in good standing of the following governmental accounting organizations. Our Daytona Beach and Tallahassee ofces played a pivotal role in starting the Big Bend and Volusia/Flagler Chapters of the FGFOA:
»  AICPA Governmental Audit Quality Center
»  FICPA State and Local Government Section
»  Government Finance Ofcers Association (GFOA)
»  Florida Government Finance Ofcers Association (FGFOA)

»  Florida League of Cities
»  Various local chapters of the Florida League of Cities and the FGFOA

Proposed Staffing PlanA

Successful engagement performance requires a strong, functional team. Our approach to selecting an engagement team is based on the need for close coordination, carefully-defned responsibilities, open lines of communication, and constant quality control throughout the engagement. We hire the best from around the state, bringing value to our partnership with clients. Your engagement will be stafed by full-time accountants. All members have extensive experience serving related entities. The proposed engagement team is as follows, with their résumés on the subsequent pages.

PBR CDD

Zach Chalifour
Lead Partner

James Halleran
Quality Control Review Partner

Caitlan Walker
Audit Director

Hilary Cyr
Audit Manager

Kevin Holbert
Senior Accountant

Staf Accountants

Zach Chalifour, CPAA
Lead PartnerA
Zach has over 15 years of experience serving government entities. As a result of his experience, he leads our Government Services Team and serves as an integral member of the frm’s Accounting & Auditing Team.

Engagement Responsibilities
As the Lead Partner, Zach will serve as the primary point of contact and will have complete as well as fnal responsibility for the
engagement� He will oversee and approve all procedures and also be responsible for ensuring the highest quality of client services�
Experience
Throughout his career with the frm, Zach’s primary focus has been on rendering services for government entities with budgets ranging from $1 million to nearly $1 billion, including those that have received annual federal and state assistance subject to OMB Uniform Guidance and the Florida Single Audit Act of almost $100 million�
Zach has worked with numerous clients to assist in the early implementation of new GASB standards� He serves in a consulting capacity to assist entities and organizations prepare for their external audits and to prepare fnancial statements� Zach brings a unique perspective to the audit environment based on his inside working knowledge of local government fnance, having served as the contract Finance Director for the City of Lake Helen since early 2019�
Zach has spoken at the FGFOA Conference and School of Government Finance, various local FGFOA chapters, and conducted several webinars on topics addressing single audits and the Uniform Guidance, GASB standard updates, internal control best practices, and various other topics� Zach is an ACFR reviewer for the GFOA�
Education & CPE
Zach received a Master of Accountancy and Bachelor of Business Administration with a Major in Accounting Information Systems from Stetson University� He has exceeded the CPE requirements of the State Board, with classes specifc to nonproft and governmental auditing, as required by the U�S� Government Accountability Ofce�
Years of Experience
With James Moore: 15 Overall: 15

  Memberships	
» American Institute of Certifed Public Accountants (Member of the Government Audit Quality Center)
» Florida Institute of Certifed Public Accountants (State & Local Government Section)
» Government Finance Ofcers Association (ACFR Reviewer)
» Florida Government Finance Ofcers Association (Planning Conference Committee and Instructor)
» Space Coast Chapter of the FGFOA
» Volusia/Flagler Chapter of the Florida Government Finance Ofcers Association (Instructor)
» Florida League of Cities
» Northeast Florida League of Cities
» Space Coast League of Cities
» Volusia League of Cities
» Leadership Daytona, Class of XXXV
» Junior Achievement of Volusia County
» Volusia Honor Air Flight VI Guardian
» Volusia Young Professionals Group
» Daytona Beach Quarterback Club (Treasurer)

RésumésA
Relevant ExperienceA
Community Development Districts
»	Bridge Harbor Community Development District
»	CBL/BM Port Orange West Community Development District
»	One Daytona Community Development District
»	PBR Community Development District
»	SWI Community Development District
»	Walkers Green Community Development District
Municipalities
»	City of Bristol
»	City of Bunnell
»	City of Cape Canaveral
»	City of Carrabelle
»	City of Casselberry (special project)
»	City of Chattahoochee
»	City of Chiefand
»	City of Crescent City
»	City of DeLand
»	City of Edgewater
»	City of Green Cove Springs
»	City of Hampton
»	City of High Springs
»	City of Lake City
»	City of Lake Helen
»	City of Lynn Haven
»	City of Madeira Beach
»	City of Marco Island (fraud investigation)
»	City of Melbourne (special project)
»	City of Mexico Beach
»	City of New Smyrna Beach
»	City of Ormond Beach
»	City of Palm Coast
»	City of Port Orange
»	City of St� Augustine Beach
»	City of St� Pete Beach
»	City of Starke
»	City of Titusville
»	City of Winter Park
»	Town of Astatula
»	Town of Cross City
»	Town of Grand Ridge
»	Town of Greensboro
»	Town of Greenville
»	Town of Havana
»	Town of Hilliard
»	Town of Inglis
»	Town of Interlachen

Zach Chalifour, CPAA

»	Town of Jennings
»	Town of Malabar
»	Town of Melbourne Beach
»	Town of Welaka
»	Town of Yankeetown
Counties
»	Baker County
»	Gilchrist County
»	Levy County
»	St� Johns County
»	Union County
»	Volusia County
»	Wakulla County
Other Governmental Organizations
»	Big Bend Water Authority
»	Capital Region Transportation Planning Organization
»	Cedar Key Water and Sewer District
»	Clay County Development Authority
»	Clay County Utility Authority
»	Florida Governmental Utility Authority
»	Florida PACE Funding Agency
»	Halifax Area Advertising Authority
»	Housing Finance Authority of Volusia County
»	Indian River Lagoon Council
»	North Florida Broadband Authority
»	Northeast Florida Regional Council
»	Northwest Florida Water Management District
»	River to Sea Transportation Planning Organization
»	Seacoast Utility Authority
»	Space Coast Transportation Planning Organization
»	Southeast Volusia Advertising Authority
»	Southeast Volusia Hospital District
»	Southwest Florida Water Management District
»	St� Lucie West Services District
»	St� Johns River Water Management District
»	Volusia County Industrial Development Authority
»	West Volusia Tourism Advertising Authority
»	West Volusia Hospital Authority
Retirement/Pension
»	City of Port Orange General Employees Defned Beneft Plan
»	City of Port Orange Police Pension Plan
»	Halifax Health Pension Plan

James Halleran, CPAA Quality Control ReviewA PartnerA

James has more than 25 years of experience providing accounting and consulting services for nonproft organizations and government entities. He is a key member of our frm’s Government and Nonproft Services Teams.

Engagement Responsibilities
James will perform the second partner review of the fnancial statements� He will be available to the entire audit team for all aspects of the engagement�
Experience
James’s experience includes a wide range of assignments with an emphasis on nonproft and governmental auditing� During his tenure with the frm, James has been involved with nonproft organizations that receive state and federal fnancial assistance subject to Government Auditing Standards, Florida Single Audit Act and with OMB Uniform Grant Guidance� He has performed consulting services in the area of internal controls, agreed-upon procedures, and system design� In addition, he has performed internal inspections and external peer reviews for the frm in accordance with peer review requirements�
James is recognized statewide as an expert for government auditing and reporting, and he currently serves on committees for the FICPA and the FGFOA� He often is called upon to teach training courses within the frm and for the FICPA and FGFOA� Additionally, he serves as an ACFR reviewer for the GFOA�
Education & CPE
James received a Master of Science in Taxation and a Bachelor of Science degree in Business Administration with a Major in
Accounting from the University of Central Florida� He has exceeded the CPE requirements of the State Board, with classes specifc
to nonproft and governmental auditing, as required by the U�S� Government Accountability Ofce�
Years of Experience
With James Moore: 25+ Overall: 25+

  Memberships	
» American Institute of Certifed Public Accountants (Member of the Not-For-Proft Section and Government Audit Quality Center)
» Florida Institute of Certifed Public Accountants (Instructor and Past Steering Committee of the State & Local Government Section)
» Government Finance Ofcers Association (ACFR Reviewer)
» Florida Government Finance Ofcers Association (Technical Resource Committee and Instructor)
» Volusia/Flagler Chapter of the Florida Government Finance Ofcers Association (Instructor)
» Florida League of Cities
» Northeast Florida League of Cities
» Space Coast League of Cities
» Volusia League of Cities
» United Way of Volusia and Flagler Counties, Inc. (Past Chair and Treasurer)
» Strategic Nonproft Alliance Partnership (Partner-in-Charge - Volusia/Flagler Group)
» Rotary Club of Daytona Beach (Past Treasurer)
» One Voice for Volusia
» Port Orange/South Daytona Chamber of Commerce (Past Board Member)
» Leadership Port Orange/South Daytona Chamber Alumni

RésumésA
Relevant ExperienceA
Community Development Districts
»	Bridge Harbor Community Development District

Counties
»	Baker County

James Halleran, CPAA

»	CBL/BM Port Orange West Community Development District
»	One Daytona Community Development District
»	PBR Community Development District
»	SWI Community Development District
»	Villages of Avignon Community Development District
»	Walkers Green Community Development District
Municipalities
»	City of Avon Park
»	City of Bunnell
»	City of Cape Canaveral
»	City of Chattahoochee
»	City of Chiefand
»	City of Crescent City
»	City of Daytona Beach
»	City of Daytona Beach Shores
»	City of DeLand
»	City of Edgewater
»	City of Flagler Beach
»	City of Gainesville (special projects)
»	City of Green Cove Springs
»	City of Hampton
»	City of High Springs
»	City of Holly Hill
»	City of Lynn Haven
»	City of Midway
»	City of New Smyrna Beach
»	City of Newberry
»	City of Ormond Beach
»	City of Palm Coast
»	City of Port Orange
»	City of South Daytona
»	City of St� Augustine Beach
»	City of St� Pete Beach
»	City of Starke
»	City of Titusville
»	City of Williston
»	City of Winter Park
»	Town of Astatula
»	Town of Havana
»	Town of Hilliard
»	Town of Interlachen
»	Town of Melbourne Beach
»	Town of Welaka

»	Flagler County
»	Gilchrist County
»	Levy County
»	Union County
»	Volusia County
»	Wakulla County
Other Governmental Organizations
»	Bradford County Development Authority
»	Clay County Development Authority
»	Clay County Utility Authority
»	Florida Governmental Utility Authority
»	Florida PACE Funding Agency
»	Housing Finance Authority of Volusia County
»	Indian River Lagoon Council
»	Northeast Florida Regional Council
»	Northwest Florida Water Management District
»	River to Sea Transportation Planning Organization
»	Seacoast Utility Authority
»	Southeast Volusia Area Advertising Authority
»	Southeast Volusia Hospital District
»	Southwest Florida Water Management District
»	Space Coast Transportation Planning Organization
»	St� Johns River Water Management District
»	St� Lucie West Services District
»	Volusia Council of Governments (VCOG)
»	West Volusia Area Advertising Authority
»	West Volusia Hospital Authority
»	Flagler County Education Direct-Support Organization, Inc�
»	Flagler County School District (Internal Accounts)
»	Gadsden County School District (Internal Accounts)
»	Nassau County School District (Internal Accounts)
»	Seminole County School District (Internal Accounts)
»	St� Johns School District (Internal Accounts)
Retirement/Pension
»	City of Holly Hill Pension Plan
»	City of Port Orange General Employees Defned Beneft Plan
»	City of Port Orange Police Pension Plan
»	Halifax Health Pension Plan

Caitlan Walker, CPAA
DirectorA
Caitlan has more than 10 years of experience serving as an auditor and trusted advisor to nonproft organizations and government entities. As a result of her experience, she serves as a key member of the frm’s Accounting and Auditing Team.

Engagement Responsibilities
As the Director, Caitlan will be responsible for helping oversee all aspects of the engagement�
Experience
Caitlan’s focus is on serving the needs of nonproft and government organizations� As a result of her experience, she serves as an integral member of the frm’s Accounting & Auditing Team, where she focuses on single audits, compliance testing, and employee beneft audits� Caitlan also serves in a consulting capacity to assist entities and organizations better prepare for their external audits and preparation of fnancial statements�
Education & CPE
Caitlan graduated with her Master of Accountancy and graduated cum laude with her Bachelor of Science in Business Administration from Stetson University� She has exceeded the CPE requirements of the State Board, with classes specifc to nonproft and governmental auditing, as required by the U�S� Government Accountability Ofce�
Years of Experience
With James Moore: 10 Overall: 10

  Memberships	
» American Institute of Certifed Public Accountants (Member of the Government Audit Quality Center; Not-for-Proft Section)
» Florida Institute of Certifed Public Accountants (State & Local Government Section)
» Government Finance Ofcers Association
» Volusia/Flagler Chapter of the Florida Government Finance Ofcers Association (Instructor)
» Northeast Florida League of Cities
» Space Coast League of Cities
» Volusia League of Cities
» Volusia Young Professionals Group (Former Board Member)
» Strategic Nonproft Alliance Partnership (SNAP), Inc.
» Susan G. Komen Race for the Cure (Volunteer)
» Beta Alpha Psi (Member)
» Zeta Tau Alpha, Daytona Beach Alumnae Chapter (former Stetson University Chapter Financial Advisor)

RésumésA
Relevant ExperienceA
Community Development Districts
»	Bridge Harbor Community Development District
»	CBL/BM Port Orange West Community Development District
»	One Daytona Community Development District
»	PBR Community Development District
»	SWI Community Development District
»	Walkers Green Community Development District
Municipalities
»	City of Avon Park
»	City of Bunnell
»	City of Cape Canaveral
»	City of Chiefand
»	City of DeLand
»	City of Edgewater
»	City of Holly Hill
»	City of Lake Helen
»	City of Lynn Haven
»	City of New Smyrna Beach
»	City of Ormond Beach
»	City of Port Orange
»	City of South Daytona
»	City of St� Augustine Beach
»	City of Starke
»	City of Titusville
»	Town of Astatula
»	Town of Cross City
»	Town of Inglis
»	Town of Malabar
»	Town of Melbourne Beach
Counties
»	Baker County
»	Levy County
»	St� Johns County
»	Union County
»	Volusia County
Other Governmental Organizations
»	Clay County Utility Authority
»	Florida Governmental Utility Authority
»	Florida PACE Funding Agency
»	Halifax Area Advertising Authority
»	Housing Finance Authority of Volusia County
»	Indian River Lagoon Council
»	North Florida Broadband Authority
»	Northwest Florida Water Management District
»	River to Sea Transportation Planning Organization

Caitlan Walker, CPAA

»	Southeast Volusia Advertising Authority
»	Southwest Florida Water Management District
»	Space Coast Area Transit
»	Space Coast Transportation Planning Organization
»	St� Johns River Water Management District
»	West Volusia Advertising Authority
Nonprofts
»	The Arc of Volusia, Inc�
»	CareerSource Flagler Volusia
»	Child and Family Connections, Inc�
»	Clay County Economic Development Corporation
»	College Arms Towers, Inc�
»	Community Legal Services of Mid-Florida, Inc�
»	Daytona Area Senior Services, Inc�
»	Daytona Beach Area Association of Realtors
»	DeEtte Holden Cummer Museum Foundation, Inc�
»	Early Learning Coalition of Flagler and Volusia Counties, Inc�
»	Economic Development Commission of the Florida’s Space Coast
»	Friends of Families Foundation, Inc�
»	Head Start Child Development and Family Services, Inc�
»	The House Next Door, Inc�
»	Legal Advocacy Center of Central Florida, Inc�
»	Pinellas Opportunity Council, Inc�
»	River to Sea Transportation Planning Organization
»	SMA Healthcare Foundation, Inc�
»	SMA Healthcare, Inc�
»	Southeast Volusia Habitat for Humanity, Inc�
»	Volusia County Fair Association, Inc�
»	Volusia/Flagler County Coalition for the Homeless, Inc�
»	Volusia/Flagler Young Men’s Christian Association, Inc�
»	Windward Behavioral Care, Inc�
Retirement/Pension
»	Legal Services in the Central Florida Region 403(b) Plan
»	Safe-Harbor 401(k) Proft-Sharing Plan for Rural Health Care Inc DBA Aza Health
»	Twin Oaks Juvenile Development Inc Safe Harbor
»	Volusia Transit Management, Inc� 401(k) Proft Sharing Plan and Trust
»	WJCT, Inc� Retirement Plan

Hilary Cyr, CPAA
ManagerA
Hilary has eight years of accounting and auditing experience, with an emphasis on government and nonproft client engagements. She is a key member of our Government Services Team.

Engagement Responsibilities
As the Engagement Manager, Hilary will play a role in planning, performance and supervision of feldwork, and preparation of the fnancial statements and reports�
Experience
Hilary has experience conducting fnancial audits, federal and state compliance audits, and agreed-upon procedures� She focuses primarily on government and nonproft clients, giving her extensive knowledge of the requirements of single audits�
Education & CPE
Hilary earned a Bachelor of Science in Accounting and a Bachelor of Science in Finance from the University of Southern Maine� She has exceeded the CPE requirements of the State Board, with classes specifc to governmental and nonproft auditing, as required by the U�S� Government Accountability Ofce�
Years of Experience
With James Moore: 4 Overall: 8

Relevant ExperienceA

  Memberships	
» American Institute of Certifed Public Accountants (Member of the Government Audit Quality Center)
» Florida Institute of Certifed Public Accountants (State & Local Government Section)
» Florida Government Finance Ofcers Association
» Volusia/Flagler Chapter of the Florida Governmental Finance Ofcers Association
» Northeast Florida League of Cities
» Space Coast League of Cities
» Volusia League of Cities
» United Way of Volusia-Flagler Counties (Executive Board Member of Generation Impact)

»	CBL/BM Port Orange West Community	»	St� Johns County	
	Development District	»	Daytona State College Foundation	
»	One Daytona Community Development District	»	Daytona State College Housing Corporation	
»	PBR Community Development District	»	Flagler County School District (Internal	
»	SWI Community Development District		Accounts)	
»	Walkers Green Community Development District	»	River to Sea Transportation Planning	
»	City of DeLand		Organization	
»	City of Flagler Beach	»	First Step Shelter	
»	City of Ormond Beach	»	Northeast Florida Regional Council	
»	City of Port Orange	»	The Education Foundation of Alachua County	
»	City of Titusville	»	The Deltona Corporation	

Résumés

Kevin Holbert, CPAA
Senior AccountantA
Kevin has six years of experience in the accounting industry. His focus is on serving the needs of government entities, nonprofts, and higher education organizations.

Engagement Responsibilities
Kevin will assist in the planning and performance of feldwork, as well as the preparation of the fnancial statements and reports�
Experience
Kevin provides assurance and accounting services to government entities, nonprofts, and higher education organizations� He has worked with many entities that receive substantial federal and state assistance subject to OMB Uniform Guidance and the Florida Single Audit Act�
Education & CPE
Kevin received a Bachelor of Business Administration from Stetson University� He has exceeded the continuing professional education requirements of the State Board, with classes specifc to nonproft and governmental auditing, as required by the U�S� Government Accountability Ofce�
Years of Experience
With James Moore: 6 Overall: 6

  Memberships	
» American Institute of Certifed Public Accountants (Member of the Government Audit Quality Center)
» Florida Institute of Certifed Public Accountants (Member of the State & Local Government Section)
» Florida Government Finance Ofcers Association
» Volusia/Flagler Chapter of the Florida Government Finance Ofcers Association
» Florida League of Cities
» Northeast Florida League of Cities
» Volusia League of Cities

RésumésA
Relevant ExperienceA
Community Development Districts
»	Bridge Harbor Community Development District
»	CBL/BM Port Orange West Community Development District
»	One Daytona Community Development District
»	PBR Community Development District
»	SWI Community Development District
»	Walkers Green Community Development District
Municipalities
»	City of Cape Canaveral
»	City of DeLand
»	City of Edgewater
»	City of Flagler Beach
»	City of Green Cove Springs
»	City of Holly Hill
»	City of Lake City
»	City of Lake Helen
»	City of New Smyrna Beach
»	City of Ormond Beach
»	City of Palm Coast
»	City of Port Orange
»	City of South Daytona
»	Town of Astatula
»	Town of Interlachen
»	Town of Melbourne Beach
»	Town of Welaka
Counties
»	Baker County
»	Volusia County
Other Governmental Organizations
»	Clay County Utility Authority
»	Florida Governmental Utility Authority
»	Halifax Area Advertising Authority
»	Housing Finance Authority of Volusia County
»	Indian River Lagoon Council
»	Southeast Volusia Area Advertising Authority
»	Space Coast Transportation Planning Organization
»	St� Johns River Water Management District
»	West Volusia Hospital Authority
»	West Volusia Tourism Advertising Authority
Nonprofts
»	The Arc of Volusia, Inc�
»	CareerSource Treasure Coast
»	CDS Family & Behavioral Health Services

Kevin Holbert, CPAA

»	Church of Eleven22
»	Communities Connected for Kids, Inc�
»	Community Legal Services of Mid-Florida, Inc�
»	Daytona Beach Area Association of Realtors
»	DeEtte Holden Cummer Museum Foundation, Inc�
»	Early Learning Coalition of Flagler & Volusia Counties, Inc�
»	Economic Development of Florida’s Space Coast
»	The House Next Door, Inc�
»	Legal Advocacy Center of Central Florida
»	Rural Health Care, Inc�
»	SMA Healthcare, Inc�
»	Suwannee Valley Community Coordinated Child Care
»	Trinity United Methodist Church
»	Volusia/Flagler Young Men’s Christian Association, Inc�
»	WGCU-TV and FM - Florida Gulf Coast University
Education
»	The Chiles Academy, Inc�
»	Choices in Learning, Inc�
»	MYcroSchool Gainesville
»	Reading Edge Academy, Inc�
»	Samsula Academy
»	School for Integrated Academics and Technologies (SIATech) - Gainesville
»	Cure Bowl
»	Daytona State College
»	Florida International University Athletics Finance Corporation
»	Florida International University Foundation
»	Florida International University Research Foundation
»	Gator Boosters, Inc�
»	Georgia Tech Athletic Association
»	Museum of Contemporary Art Jacksonville (University of North Florida)
»	University Athletic Association (University of Florida)
»	University of Central Florida Athletics Association
»	University of Florida Development Corporation
»	University of Florida Historic St� Augustine
»	University of Florida Self Insurance Program
»	University of North Florida Training and Services Institute, Inc�

Government Services TeamA

Government entities are a cornerstone of our frm’s practice. So our Government Services Team is entrenched in your industry, because understanding the issues you face is the key to helping you overcome them. These team members work primarily with government clients and maintain memberships in and contacts with prominent industry organizations.
James Moore has provided auditing services for over 100 local governments and related organizations. As a result of this experience, we thoroughly understand the workings of entities like yours and can perform your audit efciently and thoroughly - resulting in a cost efective yet thorough engagement.
However, we’re more than just a government auditor; we assist with all of the complexities associated with fnancial reporting and daily challenges. In addition to independent auditing services, solutions we provide include:

»	Federal & State Compliance Solutions	»	Revenue Enhancement Audits	
»	Financial Condition Assessments	»	Needs Assessments - Financial & IT	
»	Budget Development/Evaluation	»	Rate Studies	
»	Internal Control Analyses	»	Audit Readiness	
»	Elected Ofcial Orientation	»	Actuarial Report Interpretations	
»	Comprehensive Annual Financial Reports	»	Risk Management Assistance	
»	New Standard Implementation Assistance	»	Lean Six Sigma	
»	Forensic Auditing	»	Fund Balance Planning & Management	
»	Decision Validation	»	Agreed-Upon Procedures	
»	Finance Director Solutions	»	Comfort letters in connection with debt securities	

Two of your engagement leaders, Zach Chalifour and James Halleran, currently serve on the GFOA’s ACFR Review Committee, which reviews ACFRs of governmental entities to determine if a ACFR meets the reporting requirements necessary to obtain the Certifcate of Achievement for Excellence in Financial Reporting.
James also has served on the FICPA Local Government Committee for several years and the FGFOA Technical Resource Committee. In addition, both he and Zach have taught at several FGFOA Conferences and local chapter meetings and are frequent speakers throughout the state of Florida.

Comprehensive Government ExperienceA

Our frm has audited over 100 governmental entities (local and state), giving us in-depth knowledge of your needs and requirements. A complete list of our municipal and county government experience is as follows:

Municipalities	»	Fernandina Beach	»	Melbourne Beach	Counties	
» Altha	»	Flagler Beach	»	Mexico Beach	» Baker	
» Astatula	»	Golden Beach	»	Midway	» Flagler	
» Atlantic Beach	»	Grand Ridge	»	Monticello	» Gilchrist	
» Avon Park	»	Green Cove Springs	»	Newberry	» Hamilton	
» Bristol	»	Greensboro	»	New Smyrna Beach	» Levy	
» Bunnell	»	Greenville	»	Orange Park	» St� Johns	
» Callahan	»	Hampton	»	Ormond Beach	» Union	
»  Cape Canaveral	»	Havana	»	Palm Coast	» Volusia	
» Carrabelle
»  Casselberry (special	»
»	High Springs
Hilliard	»
»	Pomona Park
Port Orange	» Wakulla	

project)
» Chattahoochee
» Chiefand
»  Crescent City
»  Cross City
»  Crystal River
» Daytona Beach
» Daytona Beach Shores
» DeBary
» DeLand
» Edgewater

»	Holly Hill	»	Quincy		
»	Inglis	»	South Daytona			
»	Interlachen	»	St� Augustine Beach			
»	Lake City	»	St� Marks			
»	Lake Helen	»	St� Pete Beach			
»	Lynn Haven	»	Starke			
»	Madeira Beach	»	Titusville			
»	Malabar	»	Welaka			
»	Marco Island	»	Williston			

» Melbourne (special project)

» Winter Park
» Yankeetown

Experience with Authorities and Other Special DistrictsA

»  Alligator Point Water Resources District
» Big Bend Water Authority
»  Bradford County Development Authority
» Bridge Harbor Community Development District
»  Capital Region Transportation Planning Agency
» CBL/BM Port Orange West Community Development District
»  Cedar Key Water and Sewer District
»  Clay County Development Authority
»  Clay County Utility Authority
»  Cypress Head Golf Club (City of Port Orange)
» Daytona Beach Racing & Recreational Facilities District
» Economic Development Commission of Florida’s Space Coast
»  Emergency Medical Foundation, Inc.
» Federal Equitable Sharing & Law Enforcement Trust
»  First Step Shelter
»  Florida Court Clerks and Comptrollers
»  Florida Department of Community Afairs
»  Florida Governmental Utility Authority
»  Gainesville Community Redevelopment Agency
»  Halifax Area Advertising Authority
»  Halifax Management System, Inc.
»  Highway 79 Corridor Authority
»  Indian River Lagoon Council
»  North Florida Broadband Authority
»  Northeast Florida Regional Council
»  Northwest Florida Water Management District

» One Daytona Community Development District
»  PBR Community Development District
»  Putnam-Clay-Flagler EOC, Inc.
» River to Sea Transportation Planning Organization
»  Seacoast Utility Authority
»  South Walton County Mosquito Control District
»  Southeast Volusia Area Advertising Authority
»  Southeast Volusia Hospital District
»  Southwest Florida Water Management District
» Space Coast Transportation Planning Organization
»  St. Johns River Water Management District
»  St. Lucie West Services District
»  Suwannee River Economic Council, Inc.
»  Suwannee River Water Management District
»  Suwannee Valley Transit Authority
»  SWI Community Development District
» Villages of Avignon Community Development District
»  Volusia Council of Governments
» Volusia County Industrial Development Authority
»  Volusia Soil & Water Conservation District
»  Volusia Water Alliance
» Walkers Green Community Development District
»  Water Authority of Volusia
»  West Volusia Advertising Authority
»  West Volusia Hospital Authority

ReferencesA
We are pleased to provide you with references of clients served who best match the requirements and needs of your organization.
One Daytona, PBR, CBL/BM Port Orange West, SWI, and Walkers Glenn Community Development Districts
Jane Gaarlandt, District Manager 3501 Quadrangle Boulevard, Suite 270
Orlando, FL 32817
Phone: 407-723-5900
Work performed: Audit

Florida Governmental Utility Authority/
Bridge Harbor Community Development District
Mickey Joseph, CPA, Chief Financial Ofcer 280 Wekiva Springs Road, Suite 2070
Longwood, FL 32779
Phone: 407-627-6900
Work performed: Audit

Daytona Beach Racing & Recreational Facilities District
Barbara Kelly, Administrative Director 335 Bill France Boulevard
Daytona Beach, FL 32114 Phone: 386-252-6075
Work performed: Audit

St. Johns River Water Management District
Greg Rockwell, Finance Director
P.O. Box 1429
Palatka, FL 32178
Phone: 386-312-2232
Work performed: Audit

The St. Johns River Water Management District (District) has used the services of JamesA Moore & Company for more than 15 years. During our association, the staff of James MooreA has always conducted themselves in a friendly, nonadversarial and professional manner.A Since the day they began serving the District they have been eager to provide assistance andA advice to District staff in order to correct potential issues of concern before they developedA into reportable problems. Their staff also strives to be as non-intrusive as possible when doingA field work on site. The resulting audit/ACFR reports have always been of the highest qualityA and completed in a timely way while meeting all existing deadlines.A
Greg Rockwell, CPA Finance Director
St. Johns River Water Management District

Peer Review Overview
QUALITY CONTROL
The frm has written procedures that address quality control with regard to independence, integrity, and objectivity; personnel management practices of hiring; assignment of personnel; professional development and advancement; acceptance and continuance of clients and engagements; engagement performance; and monitoring.
These procedures defne the process to provide the frm with assurance that its personnel comply with applicable professional standards and the frm’s standards of quality. It is our policy to follow the guidelines of the AICPA, Financial Accounting Standards Board (FASB), Governmental Accounting Standards Board (GASB), and the Government Finance Ofcers’ Association (GFOA).

You will see our peer review notes a “pass” rating, which is the best rating awarded. This peer review included a review of nonprofit and governmental engagements.A
Although receiving a “pass” rating on our peer reviews is a source of great pride to us, what does it mean to you? It simply means that James Moore has a system of internal control that maximizes the quality of its people, procedures, and its ultimate product. Our frm requires its professional personnel to approach all engagements with objectivity and fairness. Personnel are particularly sensitive to the requirement for confdential treatment of any information obtained during the course of the audit prior to release of audit reports.

PEER REVIEW
James Moore is a member of the Center for Audit Quality of the AICPA, and participates in the AICPA Peer Review Program triennially. We have participated in the peer review process since its initial year—long before it was required. The reviews are conducted by other certifed public accounting frms and examine our systems of quality control for the accounting
and auditing practice. Requirements under the Peer Review Program are stringent and provide for minimum standards in the following areas:
»  Method of assigning personnel to engagements
»  Hiring of qualifed employees
» Supervision of staf personnel
» Independence policies & consultation policies (internal and external) on technical matters
»  Continuing professional development and training
»  Advancement and promotion of personnel
»  Acceptance and continuance of clientele
» Inspection reviews of quality control policies & procedures

James MooreA
has successfullyA
completed 15 triennial peer reviews with noA letters of commentA
or deficienciesA
ever reported. OurA
fifteenth peer reviewA report, dated April 23,A 2021, is found on theA following page.A

Peer Review Report

3. Understanding

of Scope of WorkA

We understand the District is requesting auditing services for fiscalA year 2022, with twoApossible annual renewals. We are familiar with allA federal, state, and local laws, ordinances, rules, and regulations thatA affect the work. The work is to be performed in accordance with UnitedA States Generally Accepted Accounting Principles (GAAP) and GenerallyA Accepted Auditing Standards.A
The work for this engagement will be completed through our ofce and by on-site visits to your location. The audits performed by James Moore are segmented into distinct, manageable sections. Scheduling in this manner reduces interference with your normal operating procedures and enhances our ability to meet deadlines. For the purpose of this proposal, we have summarized our detailed and comprehensive audit approach relative to the various segments of the audit. Our full audit approach is available upon request.

Risk Assessment - Continuous process throughout the audit
» Identify risks associated with the organization
» Identify material account balances, assertions, and related internal controls
» Design all phases of the audit to appropriately address identifed risks
» Reassess initial risk assessment based upon results of procedures performed

PRELIMINARY PHASE	SUBSTANTIVE PHASE
»  Establish the terms of the	»  Perform tests of controls

engagement

»  Perform substantive testing

» Obtain documents associated	of balances

with your environment, activities, key processes, and internal controls
» Establish preliminary planning materiality
» Perform initial data extraction analysis of key

»  Perform tests of compliance
» Evaluate results of testing and, if necessary, modify audit plan
COMPLETION & REPORTING PHASE

accounts and processes	» Exit Conference
» Develop detailed audit plan,	» Final review by Engagement to include:		Partner and Technical
1.	Assessment of risk at the fnancial statement	
»	Review Partner
Obtain management	
account balance level		representations	
2. Plan tests of controls, tests of compliance and	»	Summarize results of work and fndings	
substantive procedures
3.  Communicate audit plan	»	Engagement reporting to management and those	
with all members of		charged with governance	
engagement team			

Ability to Furnish the Required ServicesA
James Moore & Co., P.L. has been in business for over 50 years and is in sound fnancial condition. Our fnancial stability allows us to invest heavily in our service management system to maintain high levels of efciency and accountability. It also means we’re able to grow our workforce as needed. While our current staf is enough to serve all of our existing clients, we continue to hire new personnel on a regular basis. So as our workload continues to increase, our frm stays ready to provide the highest level of client service.
The bottom line—we always will have the ability to complete the work required by the District.A

5. PriceA

Extraordinary only refers to our level of service.
Our philosophy is simple: Deliver extreme value for the fees our clients pay.AWhile choosing an audit frm should come down to qualifcations, capabilities, and commitment, we know cost plays a role as well. And we work hard to make sure they are absolutely reasonable for the level of service you received. If the fees presented don’t ft within your budget, we encourage you to contact us so we can discuss ones that do.

How We Bill For Additional Professional Services
Your team will reach out routinely throughout the year to discuss new accounting issues or signifcant transactions. Because we value consistent communication, we consider these routine consultations to be included in the scope of the proposed fees. Additionally, these fees are inclusive of periodic meetings with your management conducted outside the time encompassed by the proposed audit schedule.
If you would like to engage James Moore for a larger project, we will render a billing for such services

at an amount or rates agreed upon prior to the beginning of the engagement.

FEE STRUCTURE

Annual Audit		
2022	$5,500	
2023	$5,500	
2024	$5,500	

Ranking

PBR CDD
Auditor Selection - Manager Recommended Rankings

Criteria	
Possible Points		
James Moore	
JM Rec. Points	

Ability of Personnel	

20.0	
Qualified, Multiple CPAs
on Staff	

20.0	

Proposer's Experience	

20.0		

Sufficient	

20.0	

Understanding of Scope of Work	

20.0	

Current Auditor	

20.0	

Ability to Furnish Required Services	

20.0	

Capable, Local	

20.0	

Price for Services for Three Years	

20.0		$5,500 +
$5,500 +
$5,500 =
$16,500	

20.0	
Total	100.0			100.0	

Minutes

PBR Community Development District Minutes of Meeting

The Board of Supervisors Meeting for the PBR Community Development District, was called to order 10:33 a.m. on Friday, June 10, 2022 at 3615 Lionel Road, Mims, FL 32754

Renee Milza	Board Member
Kristina Circelli	Board Member	(via phone)
Vincent Lacerenza	Board Member
Robert Sans Lassiter	Board Member	(via phone)

Also present were:

Jane Gaarlandt	PFM
Verona Griffith	PFM	(via phone)
Nika Hosseini	Cobb Cole	(via phone)
Shari Jackson	CBL Properties

FIRST ORDER OF BUSINESS	Roll Call

The Board of Supervisors meeting for the PBR Community Development District was called to order at approximately 10:33 a.m. Those in attendance are listed above.

SECOND ORDER OF BUSINESS	Public Comment Period

Ms. Gaarlandt noted here were no members of the public present.

THIRD ORDER OF BUSINESS	Nomination for Vacant Seat #5

Ms. Jackson was nominated for the vacant Seat #5.

ON MOTION by Ms. Milza, seconded by Mr. Lacerenza, with all in favor, the Board of Supervisors for the PBR Community Development District nominated Shari Jackson to Seat #5.

Ms. Gaarlandt performed the Oath of Office for Ms. Jackson. The nomination will be ratified at the next Board meeting. Quorum was met with this action.

Page 1 of 5

FOURTH ORDER OF BUSINESS	Consideration of the Minutes of the August 27, 2021 Board of Supervisors’ Meeting

The Board reviewed the August 27, 2021 Minutes.

ON MOTION by Ms. Milza, seconded by Mr. Lacerenza, with all in favor, the Board of Supervisors for the PBR Community Development District approved the Minutes of the August 27, 2021 Board of Supervisors’ Meeting.

FIFTH ORDER OF BUSINESS	Consideration of Resolution 2022-01, Re-Designating the Primary Administrative Office and Local District Office

Ms. Gaarlandt noted that this resolution reflects that the District Manager’s office has moved to a new address at 3501 Quadrangle Blvd, Ste. 270, Orlando, FL 32817.

ON MOTION by Ms. Milza, seconded by Mr. Lacerenza, with all in favor, the Board of Supervisors for the PBR Community Development District approved Resolution 2022-01, Re-Designating the Primary Administrative Office and Local District Office.

SIXTH ORDER OF BUSINESS	Consideration of Resolution 2022-02, Setting a Date, Time, and Location for A Landowners’ Meeting and Election

Ms. Gaarlandt suggested November 11, 2022 at 9:00 a.m. at 3615 Lionel Road, Mims, FL 32754. The resolution will be updated to reflect that Seat #5 has been filled by Ms. Jackson.

ON MOTION by Ms. Milza, seconded by Mr. Lacerenza, with all in favor, the Board of Supervisors for the PBR Community Development District approved Resolution 2022-02, Setting November 11, 2022 at 10:30 a.m. at the current location for a Landowners’ Meeting and Election.

SEVENTH ORDER OF BUSINESS	Review	of	Number	of Registered Voters

Ms. Gaarlandt noted that there are no registered voters for the District as of April 2022. There was no further action required by the Board at this time.

EIGHTH ORDER OF BUSINESS	Seating	of	the	Auditor Selection Committee

Ms. Gaarlandt recommended that the Board seats itself as the Auditor Selection Committee.

ON MOTION by Ms. Milza, seconded by Mr. Lacerenza, with all in favor, the Board of Supervisors for the PBR Community Development District approved seating itself as the Auditor Selection Committee.

NINTH ORDER OF BUSINESS	Review of Public Infrastructure Fee Collections

Ms. Gaarlandt noted that this was for the Board’s information only. There was no further action required by the Board at this time.

TENTH ORDER OF BUSINESS	Consideration of Resolution 2022-03, Approving a Preliminary Budget for the Fiscal Year 2022-2023 and Setting a Public Hearing Thereon

Ms. Gaarlandt suggested August 22, 2022 at 10:30 a.m. for the public hearing. She mentioned that the overall budget increased slightly and they have reduced the supervisor’s fee. The only increases were in the annual insurance line items.

ON MOTION by Ms. Milza, seconded by Mr. Lacerenza, with all in favor, the Board of Supervisors for the PBR Community Development District approved Resolution 2022-03, Approving a Preliminary Budget and Setting a Public Hearing Thereon for August 26, 2022 at 10:30 a.m. at the current location.

TENTH ORDER OF BUSINESS	Consideration of Proposal for Engineer’s Annual Inspection Report

Ms. Gaarlandt stated that the cost has been lowered compared to previous years from $5,000.00 to $3,000.00.

ON MOTION by Ms. Milza, seconded by Mr. Lacerenza, with all in favor, the Board of Supervisors for the PBR Community Development District approved the Proposal for Engineer’s Annual Inspection Report.

ELEVENTH ORDER OF BUSINESS	Consideration of Proposal for Stormwater Needs Analysis Report
Chapter 2021-192

Ms. Gaarlandt explained that this is a new statutory requirement and the report will have to be provided every 5 years.

ON MOTION by Ms. Milza, seconded by Mr. Lacerenza, with all in favor, the Board of Supervisors for the PBR Community Development District approved the Proposal for Stormwater Needs Analysis Report.

TWELFTH ORDER OF BUSINESS	Ratification	of	Funding Request Numbers 155 - 166

Ms. Gaarlandt noted that these were previously approved.

ON MOTION by Ms. Milza, seconded by Mr. Lacerenza, with all in favor, the Board of Supervisors for the PBR Community Development District ratified Funding Request Numbers 155 – 166.

THIRTEENTH ORDER OF BUSINESS	Review	of	District’s Financial Position

The Board reviewed the statements of the District’s Financial Position. There was no action required by the Board.

FOURTEENTH ORDER OF BUSINESS	Staff Reports
Audience Comments Supervisor Requests Adjournment

District Attorney -	No report.
District Manager -	Ms. Gaarlandt reminded the Board that the Form 1 is due by Jyly 1st. There was no further business to discuss.

ON MOTION by Ms. Milza, seconded by Mr. Lacerenza, with all in favor the June 10, 2022 Board of Supervisors’ Meeting for the PBR Community Development District was adjourned.

Secretary/Assistant Secretary	Chairman/Vice-Chairman

PBR Community Development District Minutes of Meeting

The Auditor Selection Committee Meeting for the PBR Community Development District, was called to order 10:51 a.m. on Friday, June 10, 2022 at 3615 Lionel Road, Mims, FL 32754

Renee Milza Kristina Circelli Vincent Lacerenza
Robert Sans Lassiter Shari Jackson	Committee Member Committee Member Committee Member Committee Member Committee Member	
(via phone) (via phone)	

Also present were:			

Jane Gaarlandt	
PFM		
Verona Griffith	PFM	(via phone)	
Nika Hosseini	Cobb Cole	(via phone)	

FIRST ORDER OF BUSINESS	Roll Call

The Auditor Selection Committee meeting for the PBR Community Development District was called to order at approximately 10:51 a.m. Those in attendance are listed above.

SECOND ORDER OF BUSINESS	Public Comment Period

Ms. Gaarlandt noted here were no members of the public present.

THIRD ORDER OF BUSINESS	Review and Approval of Audit Documents
Audit RFP Notice
Instructions to Proposers
Evaluation Criteria – with and without price

Ms. Gaarlandt reviewed with the Board the audit documents and recommend approving the criteria including pricing.

Page 1 of 2

ON MOTION by Ms. Milza, seconded by Mr. Lacerenza, with all in favor, the Board of Supervisors for the PBR Community Development District accepted the request for proposals documents with pricing.

FOURTH ORDER OF BUSINESS	Adjournment

There was no further business to discuss.

ON MOTION by Ms. Milza, seconded by Mr. Lacerenza, with all in favor the June 10, 2022 Auditor Selection Committee Meeting for the PBR Community Development District was adjourned.

Secretary/Assistant Secretary	Chairman/Vice-Chairman

PBR
COMMUNITY DEVELOPMENT DISTRICT

Resolution 2022-04

PBR
COMMUNITY DEVELOPMENT DISTRICT

Resolution 2022-05

RESOLUTION 2022-05

A RESOLUTION OF THE BOARD OF SUPERVISORS OF THE PBR COMMUNITY DEVELOPMENT DISTRICT ADOPTING THE ANNUAL MEETING SCHEDULE FOR FISCAL YEAR 2022/2023, AND PROVIDING FOR AN EFFECTIVE DATE

Whereas, the PBR Community Development District (the “District”) is a local unit of special- purpose government created and existing pursuant to Chapter 190, Florida Statutes, and by an ordinance adopted by the City Council of the City of West Melbourne, Brevard County, Florida; and

Whereas, the District is required by section 189.015, Florida Statutes, to file quarterly, semi- annually, or annually a schedule (including date, time, and location) of its regular meetings with local governing authorities; and

Whereas, further, in accordance with the above-referenced statute, the District shall also publish quarterly, semi-annually, or annually the District’s regular meeting schedule in a newspaper of general paid circulation in the county in which the District is located; and

WHEREAS, the Board of Supervisors (the “Board”) desires to adopt its annual meeting schedule for Fiscal Year 2022/2023, which is attached as Exhibit A.

NOW, THEREFORE BE IT RESOLVED BY THE BOARD OF SUPERVISORS OF THE PBR COMMUNITY DEVELOPMENT DISTRICT

SECTION 1. The Fiscal Year 2022/2023 annual meeting schedule attached hereto and incorporated by reference herein as Exhibit A is hereby approved and shall be published in accordance with the requirements of Florida law and also provided to applicable governing authorities.

SECTION 2.  The District Manager and/or the Secretary is hereby directed to submit a copy of the Fiscal Year 2022/2023 annual meeting schedule to the City of West Melbourne and Brevard County, Florida.

SECTION 3.   This Resolution shall become effective immediately upon its adoption.

Passed and adopted this 26th day of August, 2022.

ATTEST:	PBR COMMUNITY
DEVELOPMENT DISTRICT

Secretary/Assistant Secretary	Vice/Chairperson, Board of Supervisors

Exhibit A:	Fiscal Year 2022/2023 Annual Meeting Schedule

EXHIBIT A

Notice of Meeting Schedule
PBR Community Development District

As required by Chapters 189 and 190 of the Florida Statutes, notice is hereby given that the Board of Supervisors of the PBR Community Development District plans to hold its regular meetings for its 2023 fiscal year at 3615 Lionel Road, Mims, Florida 32754 at 11:00 a.m. on the following dates:

May 26, 2023
August 25, 2023

The meetings are open to the public and will be conducted in accordance with the provision of Florida Law for Community Development Districts. The meetings may be continued to a date, time, and place to be specified on the record at the meeting. A copy of the agenda for these meetings may be obtained from 3501 Quadrangle Boulevard, Suite 270, Orlando, Florida 32817 or by calling (407) 723-5900.

There may be occasions when one or more Supervisors or staff will participate by telephone. Pursuant to provisions of the Americans with Disabilities Act, any person requiring special accommodations at this meeting because of a disability or physical impairment should contact the District Office at (407) 723-5900 at least 48 hours prior to the meeting. If you are hearing or speech impaired, please contact the Florida Relay Service by dialing 7-1-1, or 1-800-955-8771 (TTY) / 1-800-955-8770 (Voice), for aid in contacting the District Office.

A person who decides to appeal any decision made at the meeting with respect to any matter considered at the meeting is advised that person will need a record of the proceedings and that accordingly, the person may need to ensure that a verbatim record of the proceedings is made, including the testimony and evidence upon which such appeal is to be based.

District Manager

PBR
COMMUNITY DEVELOPMENT DISTRICT

Public Infrastructure Fee Collection

PBR CDD FY22 User Fee Collections	Account :  Revenue Account Serie

 Month	Year	Amount	Collected In	

October	2021	136,182.34	Nov-21	
November	2021	76,206.60	Dec-21	
December	2021	153,246.46	Jan-22	
January	2022	184,004.35	Feb-22	
February	2022	112,371.95	Mar-22	
March	2022	111,873.25	Apr-22	
April	2022	166,299.44	May-22	
May	2022	151,270.66	Jun-22	
June	2022		Jul-22	
July	2022		Aug-22	
August	2022		Sep-22	
September	2022	Oct-22
$1,091,455.05

s 2016

PBR
COMMUNITY DEVELOPMENT DISTRICT

Public Hearing

PBR
COMMUNITY DEVELOPMENT DISTRICT

Resolution 2022-06

RESOLUTION 2022-06

THE ANNUAL APPROPRIATION RESOLUTION OF THE PBR COMMUNITY DEVELOPMENT DISTRICT (THE “DISTRICT”) RELATING TO THE ANNUAL APPROPRIATIONS AND ADOPTING THE BUDGET FOR THE FISCAL YEAR BEGINNING OCTOBER 1, 2022 AND ENDING SEPTEMBER 30, 2023; AUTHORIZING BUDGET AMENDMENTS; AND PROVIDING AN EFFECTIVE DATE.

WHEREAS, the District Manager has, prior to the fifteenth (15th) day in June, 2022, submitted to the Board of Supervisors (the “Board”) a proposed budget for the next ensuing budget year along with an explanatory and complete financial plan for each fund of the District, pursuant to the provisions of Section 190.008(2)(a), Florida Statutes; and

WHEREAS, at least sixty (60) days prior to the adoption of the proposed annual budget (the “Proposed Budget”), the District filed a copy of the Proposed Budget with the local governing authorities having jurisdiction over the area included in the District pursuant to the provisions of Section 190.008(2)(b), Florida Statutes; and

WHEREAS, the Board set August 26, 2022, as the date for a public hearing thereon and caused notice of such public hearing to be given by publication pursuant to Section 190.008(2)(a), Florida Statutes; and

WHEREAS, the District Manager posted the Proposed Budget on the District’s website at least two days before the public hearing (or if the District does not yet have its own website, the District Manager timely transmitted the Proposed Budget to the manager or administrator of Brevard County for posting on their websites); and

WHEREAS, Section 190.008(2)(a), Florida Statutes, requires that, prior to October 1st of each year, the District Board, by passage of the Annual Appropriation Resolution, shall adopt a budget for the ensuing fiscal year and appropriate such sums of money as the Board deems necessary to defray all expenditures of the District during the ensuing fiscal year; and

WHEREAS, the District Manager has prepared a Proposed Budget, whereby the budget shall project the cash receipts and disbursements anticipated during a given time period, including reserves for contingencies for emergency or other unanticipated expenditures during the fiscal year.

NOW, THEREFORE, BE IT RESOLVED BY THE BOARD OF SUPERVISORS OF THE PBR COMMUNITY DEVELOPMENT DISTRICT:

Section 1.	Budget

That the Board of Supervisors has reviewed the District Manager’s Proposed Budget, a copy of which is on file with the office of the District Manager and at the District’s Records Office, and hereby approves certain amendments thereto, as shown in Section 2 below.

The District Manager’s Proposed Budget, attached hereto as Exhibit “A,” as amended by the Board, is hereby adopted in accordance with the provisions of Section 190.008(2)(a), Florida Statutes, and incorporated herein by reference; provided, however, that the comparative figures contained in the adopted budget may be subsequently revised as deemed necessary by the District Manager to reflect actual revenues and expenditures.

That the adopted budget, as amended, shall be maintained in the office of the District Manager and at the District’s Records Office and identified as “The Budget for the PBR Community Development District for the Fiscal Year Ending September 30, 2023,” as adopted by the Board of Supervisors on August 26, 2022.

The final adopted budget shall be posted by the District Manager on the District’s official website within thirty (30) days after adoption. If the District does not yet have its own website, the District Manager is directed to transmit the final adopted budget to the managers or administrators of Brevard County for posting on their websites.

Section 2.	Appropriations

There is hereby appropriated out of the revenues of the District, for the fiscal year beginning October 1, 2022, and ending September 30, 2023, the sum of $1,507,100.00, which sum is deemed by the Board of Supervisors to be necessary to defray all expenditures of the District during said budget year, to be divided and appropriated in the following fashion:

TOTAL GENERAL FUND	$	89,975.00

TOTAL DEBT SERVICE FUND	$1,417,125.00

TOTAL ALL FUNDS	$1,507,100.00

Section 3.	Budget Amendments

Pursuant to Section 189.016, Florida Statutes, the District at any time within the fiscal year or within 60 days following the end of the fiscal year may amend its budget for that fiscal year as follows:

The Board may authorize an increase or decrease in line-item appropriations within a fund by motion recorded in the minutes if the total appropriations of the fund do not increase.

The District Manager or Treasurer may authorize an increase or decrease in line- item appropriations within a fund if the total appropriations of the fund do not increase and if the aggregate change in the original appropriation item does not exceed $10,000 or 10% of the original appropriation.

By resolution, the Board may increase any appropriation item and/or fund to reflect receipt of any additional unbudgeted monies and make the corresponding change to appropriations or the unappropriated balance.

Any other budget amendments shall be adopted by resolution and consistent with Florida law.

The District Manager or Treasurer must establish administrative procedures to ensure that any budget amendments are in compliance with this Section 3 and Section 189.016 of the Florida Statutes, among other applicable laws. Among other procedures, the District Manager or Treasurer must ensure that any amendments to budget(s) under subparagraphs c. and d. above are posted on the District’s website within 5 days after adoption. If the District does not yet have its own website, the District's Secretary is directed to transmit such amendments to the manager or administrator of Brevard County for posting on their websites.

Section 4.	Effective Date. This Resolution shall take effect immediately upon adoption.

Passed and adopted this 26th day of August, 2022.

ATTEST:	PBR COMMUNITY DEVELOPMENT
DISTRICT

Secretary/Assistant Secretary	Chairperson, Board of Supervisors

PBR Community Development District Fiscal Year 2022-2023 Proposed O&M Budget

Actuals	Anticipated	Anticipated	FY 2022	FY 2023	
Through	Aug - Sept	FY 2022	Adopted	Proposed	
07/31/2022	2022	Totals	Budget	Budget	

Revenues
Developer Contributions	  $41,836.25	 $15,954.55 	 $57,790.80 	 $88,200.00 	 $88,975.00 	
Net Revenues	$41,836.25	$15,954.55	$57,790.80	$88,200.00	$88,975.00	

Supervisor Fees	$	600.00	$	600.00	$ 1,200.00	$ 2,400.00	$ 1,800.00	
Trustee Services	4,557.00	-	4,557.00	3,600.00	4,600.00	
Management	25,000.00	5,000.00	30,000.00	30,000.00	30,000.00	
Engineering	3,200.00	640.00	3,840.00	5,500.00	5,500.00	
District Counsel	516.50	103.30	619.80	25,000.00	25,000.00	
Audit	5,450.00	-	5,450.00	5,500.00	6,000.00	
Travel and Per Diem	-	8.33	8.33	50.00	100.00	
Telephone	-	4.17	4.17	25.00	25.00	
Postage & Shipping	16.10	3.22	19.32	100.00	100.00	

CDD General & Administrative Expenses

				

				
Copies	-		-		-		100.00		50.00	
Legal Advertising	623.48		124.70		748.18		2,500.00		2,000.00	
Contingency	-		250.00		250.00		250.00		250.00	
Web Site Maintenance	1,950.00		520.00		2,470.00		2,700.00		2,820.00	
Dues, Licenses, and Fees	175.00		-		175.00		175.00		175.00	
Stormwater Management Maintenance	3,000.00		-		3,000.00		4,800.00		4,000.00	
General Insurance	5,449.00		-		5,449.00		5,500.00		6,555.00	
Total General & Administrative Expenses	$ 50,537.08		$ 7,253.72		$ 57,790.80		$ 88,200.00		$ 88,975.00	

Net Income (Loss)	$ (8,700.83)	$ 8,700.83	$	-	$	-	$	-

Page 1 of 1

PBR Community Development District
Fiscal Year 2022-2023 Proposed Debt Service Budget

REVENUES:	FY2023 Proposed Series 2016A Budget		FY2023 Proposed Series 2016B Budget	
Special Assessments	$	1,006,125.00		$	411,000.00	
TOTAL REVENUES	 $	1,006,125.00 		 $	411,000.00 	

EXPENDITURES:				
Interest 11/01/2022	$	268,875.00		$	119,125.00	
Principal 05/01/2023	210,000.00		55,000.00	
Interest 05/01/2023	263,625.00		119,125.00	
TOTAL EXPENDITURES	 $	742,500.00 		 $	293,250.00 	

EXCESS REVENUES	

 $	263,625.00 		

 $	117,750.00 	

Interest 11/01/2023	

$	263,625.00		

$	117,750.00	

PBR
COMMUNITY DEVELOPMENT DISTRICT

FY23 Funding Agreement

PBR Community Development District Fiscal Year 2022-2023 Funding Agreement

This Agreement is made and entered into this 26th day of August, 2022, by and between PBR COMMUNITY DEVELOPMENT DISTRICT (hereinafter the “District”), a local unit of special-purpose government created and existing pursuant to Chapter 190, Florida Statutes, being situated entirely within Brevard County, Florida and WEST MELBOURNE TOWN CENTER, LLC (hereinafter the “Developer”).

RECITALS

WHEREAS, the District was established by City of West Melbourne, Ordinance, 2007-35 (the Ordinance”), for the purpose of planning, financing, constructing, operating, and maintaining, certain infrastructure improvements; and

WHEREAS, the District’s fiscal year runs from October 1, 2022 through September 30, 2023; and

WHEREAS, the District, pursuant to Chapter 190, Florida Statutes, is authorized to levy such taxes, special assessments, fees, and other charges as may be necessary in furtherance of the District’s activities and services; and

WHEREAS, the Developer is agreeable to funding the operations of the District for fiscal year 2022, running from October 1, 2022 to September 30, 2023, as called for in the proposed general fund budget approved by the District’s Board of Supervisors, a copy of which is attached hereto and made a part hereof as Exhibit “A”, in lieu of paying taxes, assessments or other charges to fund such operations.

NOW, THEREFORE, IN CONSIDERATION OF THE RECITALS, AGREEMENTS, AND MUTUAL COVENANTS CONTAINED HEREIN, AND OTHER GOOD AND VALUABLE CONSIDERATION, THE RECEIPT AND SUFFICIENCY OF WHICH ARE HEREBY ACKNOWLEDGED, THE DEVELOPER AND THE DISTRICT AGREE AS FOLLOWS:

The Developer agrees to make available to the District such monies as are necessary and reflect in the proposed general fund budget for the 2021 fiscal year on a monthly basis within 15 days of a written request by the District, but in no case shall the Developer be obligated to provide funds in excess of the amount shown on Exhibit “A”. The funds shall be placed in the District’s depository as determined by the District.

The parties agree that such monies as the Developer may provide the District under the terms of the Agreement are for operating and maintenance expenses only and, because they are deemed collected in lieu of taxes, assessments, or other charges, will not be reimbursed in this fiscal year.

This Agreement shall expire on September 30, 2023.

IN WITNESS WHEREOF THE PARTIES EXECUTE THIS AGREEMENT THE 26TH DAY OF AUGUST, 2022.

PBR COMMUNITY DEVELOPMENT DISTRICT
ATTEST:

SECRETARY	CHAIRMAN

WEST MELBOURNE TOWN CENTER, LLC,
a Delaware limited liability company

By:	West Melbourne I, LLC,
a Delaware limited liability company,
its sole member and chief manager

By:	Hammock Landing/West Melbourne, LLC,
a Florida limited liability company,
its managing member

By:	CBL & Associates Limited Partnership,
a Delaware limited partnership,
its chief manager

By:	CBL Holdings I, Inc.,
a Delaware corporation, its sole general partner

By:	 Jeffery V. Curry,
Chief Legal Officer

PBR Community Development District Fiscal Year 2022-2023 Proposed O&M Budget

Actuals	Anticipated	Anticipated	FY 2022	FY 2023	
Through	Aug - Sept	FY 2022	Adopted	Proposed	
07/31/2022	2022	Totals	Budget	Budget	

Revenues
Developer Contributions	  $41,836.25	 $15,954.55 	 $57,790.80 	 $88,200.00 	 $88,975.00 	
Net Revenues	$41,836.25	$15,954.55	$57,790.80	$88,200.00	$88,975.00	

Supervisor Fees	$	600.00	$	600.00	$ 1,200.00	$ 2,400.00	$ 1,800.00	
Trustee Services	4,557.00	-	4,557.00	3,600.00	4,600.00	
Management	25,000.00	5,000.00	30,000.00	30,000.00	30,000.00	
Engineering	3,200.00	640.00	3,840.00	5,500.00	5,500.00	
District Counsel	516.50	103.30	619.80	25,000.00	25,000.00	
Audit	5,450.00	-	5,450.00	5,500.00	6,000.00	
Travel and Per Diem	-	8.33	8.33	50.00	100.00	
Telephone	-	4.17	4.17	25.00	25.00	
Postage & Shipping	16.10	3.22	19.32	100.00	100.00	

CDD General & Administrative Expenses

				

				
Copies	-		-		-		100.00		50.00	
Legal Advertising	623.48		124.70		748.18		2,500.00		2,000.00	
Contingency	-		250.00		250.00		250.00		250.00	
Web Site Maintenance	1,950.00		520.00		2,470.00		2,700.00		2,820.00	
Dues, Licenses, and Fees	175.00		-		175.00		175.00		175.00	
Stormwater Management Maintenance	3,000.00		-		3,000.00		4,800.00		4,000.00	
General Insurance	5,449.00		-		5,449.00		5,500.00		6,555.00	
Total General & Administrative Expenses	$ 50,537.08		$ 7,253.72		$ 57,790.80		$ 88,200.00		$ 88,975.00	

Net Income (Loss)	$ (8,700.83)	$ 8,700.83	$	-	$	-	$	-

Page 1 of 1

Proposal for Engineer’s Annual Inspection Report

Robert H. Pierro, PE 1585 Virginia Ave. Palm Harbor, FL 34683

August 22, 2022

PBR Community Development District

c/o PFM Group Consulting LLC
3501 Quadrangle Boulevard, Suite 270
Orlando, FL 32817 Atten: Jane Gaarlandt

Re:	Hammock Landing – PBR CDD Inspection Services
City of West Melbourne, Brevard County, Florida Dear Ms. Gaarlandt :
I am pleased to present this proposal for professional engineering services for the above referenced project,

Engineering Site Inspection (April/May 2023)
I will make an on-site inspection of the site improvements owned by the CDD. These improvements generally consist of the following;
Two stormwater ponds
I will identify items that are not being properly maintained.
I will prepare a written report summarizing my findings.
I will coordinate my site visit with CBL.

Costs to Repair Improvements that are not being Properly Maintained
If there are items that are not being properly maintained, I will provide recommendations for proper maintenance and repair.

Professional Fee
The Fee for Task A. Engineering Site Inspection, is a Lump Sum of $3,000.00. This fee includes expenses for mileage and travel.

The fee for Task B. Costs to Repair Improvements that are not being Properly Maintained, will be Hourly at a rate of $175.00 per hour if required.

Deliverables
My inspection report will be delivered in an electronic format.

Sincerely,

D:\File Cabinet\QC Review\CDD\20220822_Hammock Inspection Proposal.docx

Engineer’s Annual Inspection Report

Robert H. Pierro, P.E. 1585 Virginia Avenue Palm Harbor, FL 34683 rhpierro@icloud.com

June 27, 2022

PBR Community Development District
c/o
MUFG Union Bank, N.A.
1251 Avenue of the Americas, 19th Floor New York, NY 10020
Atten: Ivy Wegener, Assistant Vice President, Corporate Trust – Client Account Manager

Re:	Hammock Landing – CDD Inspection Services PBR (Palm Bay Road) CDD
City of West Melbourne, Brevard County, Florida Dear Ms. Wegener:
I have completed the on-site inspection of the two storm water ponds owned by PBR CDD at Hammock Landing in accordance with my proposal dated March 11, 2022. See attached exhibits.

The on-site inspection of the storm water ponds was performed on June 20, 2022. My onsite inspection included visual inspections around the perimeter of both ponds to check for any items needing repair or additional maintenance. There were no observed issues with the retaining walls or control structures. The water levels in the ponds appeared normal, and the water quality looked good. I also inspected the two outfall pipes from the ponds. These pipes run from the stormwater ponds to the ditch on the north side of Palm Bay Road. This ditch appeared to be well maintained.

The maintenance of the two storm water ponds appears to be adequate and I do not see the need for additional maintenance.

As part of my due diligence, I reviewed the status of the storm water permit with Saint Johns River Water Management District (SJRWMD). SJRWMD provides a convenient portal thru their website to check the status of permits. The governing permit for this site is permit number 4-009-92272-18, dated November 2, 2011. This review verified there are no notices or violations with SJRWMD.

Based on my on-site inspection, it is my professional opinion the two storm water ponds are being maintained in good repair, working order and condition. The only required repair to the two ponds is to replant the littoral shelf in each pond.

If you have any questions, please contact me. Sincerely,

Cc: Sonali Patil @ Fishkind & Associates, Inc.

Pond A Outfall Control Structure

POND A

POND A

Pond B Outfall Control Structure

POND B

POND B

POND A OUTFALL PIPE

POND B OUTFALL PIPE
PALM BAY BLVD. DITCH

HAMMOCK LANDING PBR CDD
CITY OF WEST MELBOURNE,BREVARD COUNTY, FL

IMAGE OBTAINED FROM BREVARD COUNTY PROPERTY APPRAISER'S OFFICE
IMAGE ID DATED 01/04/2018 - 03/02/2018

k,·

.,}

Brevard County Property Appraiser

-"

..

28--J6-H	i(	.

28-37-18

PARKLAND DR	ROYADLR

m ,

-_ rr_,r-I
  J•a,

--  -  ,.------

-	.,., i;

J _.J..LJ.J, J9_I.

I

I

I	 ct

\, \

'\

'.

.

Ml:KRILLV1LLE DR

j

!

i:L_
I	I •
j

<, 

c:J"(-

<---­
\
\

28-3p(19

\

'
.

.-.Mfsr1,uo,,vL

-,-:r
:I

:t-11	---	I

r,i1

i

-,1:r·-cs	1{:J,...:1 _AY	r'--.:-
1 -r (7:r1d-_ ctl_: H=r---

s·

z• ! r - - ·-d	.I.I	-·•

.

,,_j_  ww

Q:'.1-.J.J
g...

::::,;
-?"

·Z'-[i.
,,..,	-
n•

RNE	......... ·, '\

June 19, 2019

PARCEL ID: 28-37-19-01-C POND "A"
HAMMOCK LANDING

W61l5v

1:8,000
0	3M	730	1,400 ft

0	112.5	5	460m

"Or a..:aacnO<llf. lli:IU iJNflf Ma:> li'1tli nay '"01 OlO / ilg'.'
ea:1',O2015

f

C

LrrJe l

Brevard County Property Appraiser

7

·	1
..	-. .,

MERRILLVILLF:DH
'\

GIi(;

(C.R.

.. '

1z1

:::, l

"'	---- \

I i:
I  !
I  j
I
_,		I I
ir=-7 1
!
l
I
j
I

.<f

(

0\

)Q;­

JAMEsroV',tN

cf
.....
-------

LN	l\i o_,
\
\,

n--

'W

'Z--	Ell;;.,- I·· ,	, 4·- L.-

i	·.	El .'J	,,..tR W.c/?ri  "	iCIJIL'

:i:::-a-

....,J-

,w,  .'  O:::•	--<:?:.-..	' --.	l [	I

-

+- t	- + w- [w--:t.=i

,		_
'
]
CEN,TR·l: LAK·Io: RNl:	'-

' \ ",2

June 19, 2019

1.._..a: ..f•-

0:::

...J
--'\.

-	'	j

\

-	'
1:8,000

PARCEL ID: 28-37-19-01-D

0	3M	730	1,400 ft

POND 11B11
HAMMOCK LANDING

W61l5v

0	112.5	5	460m

"Or a..:aacn°"'f".°U iJNflf	iii nay"01 OlO / ilg'.'
ea:1',O2015

PBR
COMMUNITY DEVELOPMENT DISTRICT

Stormwater Needs Analysis Report

TEMPLATE FOR LOCAL GOVERNMENTS AND SPECIAL DISTRICTS FOR PERFORMING A STORMWATER NEEDS
ANALYSIS PURSUANT TO SECTION 5 OF SECTION 403.9302, FLORIDA STATUTES	

INTRODUCTION	

As part of the 2021 regular session, the Legislature recognized the need for a long-term planning process for stormwater and wastewater. Section 403.9302, Florida Statutes, requires a 20-year needs analysis from the local governments providing stormwater services. Because this planning document is forward-looking, it will necessarily include a large number of assumptions about future actions. These assumptions should be based on any available information coupled with best professional judgment of the individuals completing the document.	
Completing this template by June 30, 2022, will fulfill the statutory requirements for the first round of 20-year
needs analyses for stormwater. The template was generated by EDR in cooperation with local governments, Special Districts, the Florida Department of Environmental Protection (DEP), the Water Management Districts, the Florida Stormwater Association, private consultants, and others. Use of this tool will help ensure that information is compiled consistently for the Office of Economic & Demographic Research’s (EDR) report to the Legislature.	
For the purposes of this document, a stormwater management program and a stormwater management system
are as defined in statute (s. 403.031(15) and (16), F.S., respectively; language provided here: https://www.flsenate.gov/Laws/Statutes/2021/403.031). Plainly speaking, the “program” is the institutional framework whereby stormwater management activities (MS4 NPDES permit activities, and other regulatory activities, construction, operation and maintenance, etc. ) are carried out by the public authority. The “system” comprises the physical infrastructure that is owned and/or operated by the local government or special district that specifically is intended to control, convey or store stormwater runoff for treatment and flood protection purposes.	

For the purposes of this document, the following guiding principles have been adopted:	
Stormwater systems or facilities owned and operated by any of the following are excluded from reporting
requirements for local governments and special districts:	
Private entities or citizens
Federal government
State government, including the Florida Department of Transportation (FDOT)
Water Management Districts
School districts
State universities or Florida colleges	
Local government expenditures associated with routine operation and maintenance are fully funded prior to
commencing new projects and initiatives.	

Local government submissions will include the activities of dependent special districts. Only independent special districts report separately. For a list of all special districts in the state and their type (i.e., dependent or independent), please see the Department of Economic Opportunity’s Official List of Special Districts at the following link: http://specialdistrictreports.floridajobs.org/webreports/alphalist.aspx.	
With respect to federal and state statutes and rulemaking, current law and current administration prevails
throughout the 20-year period. In other words, the state’s present legal framework (i.e., the status quo) continues throughout the period.	

Stormwater 20-Year Needs Analysis	Introduction & Instructions	Page 1

GENERAL INSTRUCTIONS FOR USING THE TEMPLATE	
Instructions for submitting the template are still under development. Additional information regarding
submission and answers to frequently asked questions will be posted on EDR’s website, along with other useful materials, here: http://edr.state.fl.us/Content/natural-resources/stormwaterwastewater.cfm	
The statutory language forms the titles for each part. This template asks that you group your recent and
projected expenditures in prescribed categories. A detailed list of the categories is provided in part 5.0.	
The same project should not appear on multiple tables in the jurisdiction’s response unless the project’s
expenditures are allocated between those tables. All expenditures should be reported in $1,000s (e. ., five hundred thousand dollars should be reported as $500).	
For any jurisdiction that is contracting with another jurisdiction where both could be reporting the same
expenditure, please contact EDR for additional guidance. In situations where a reporting jurisdiction contracts with a non-reporting jurisdiction, (i.e., FDOT, the water management districts, the state or federal government), the reporting jurisdiction should include the expenditures.	
When reporting cost information, please only include the expenditures that have flowed, are flowing, or will
likely flow through your jurisdiction’s budget. While necessary to comply with the statute, the concept of “future expenditures” should be viewed as an expression of identified needs.	
These projections are necessarily speculative and do not represent a firm commitment to future budget
actions by the jurisdiction.	

This Excel workbook contains three worksheets for data entry. (Along the bottom of the screen, the three tabs
are highlighted green.) Empty cells with visible borders are unlocked for data entry. In the first tab, titled "Background through Part 4," the information requested is either text, a dropdown list (e. ., Yes or No), or a checkbox. The next tab, "Part 5 through Part 8," contains tables for expenditure or revenue data as well as some follow-up questions that may have checkboxes, lists, or space for text.	

In Part 5 and Part 6, the expenditure tables have space for up to 5 projects. More projects can be listed in the "Additional Projects" tab. This tab contains a table with space for up to 200 additional projects. In order for these additional projects and expenditures to be correctly classified and included in the final totals, each project must be assigned a Project Type and Funding Source Type the from the dropdown lists in columns B and C.	

Links to Template Parts:	
Background Information	
Part 1	
Part 2	
Part 3	
Part 4	
Part 5	
Part 6	
Part 7	
Part 8	
Additional Projects - This table contains additional rows for projects that do not fit into the main tables in
Parts 5 and 6	

Stormwater 20-Year Needs Analysis	Introduction & Instructions	Page 2

Background Information
Please provide your contact and location information, then proceed to the template on the next sheet. Name of Local Government:	City of West Melbourne
Name of stormwater utility, if applicable:	PBR Community Development District (Hammock Landing) Contact Person
Name:	Jane Gaarlandt
Position/Title:	District Manager at PFM Group Consulting LLC
Email Address:	gaarlandtj@pfm.com
Phone Number:	(407) 723-5900
Indicate the Water Management District(s) in which your service area is located.
Northwest Florida Water Management District (NWFWMD) Suwannee River Water Management District (SRWMD)
St. Johns River Water Management District (SJRWMD) Southwest Florida Water Management District (SWFWMD) South Florida Water Management District (SFWMD)

Indicate the type of local government:	

	Municipality	
	County	
	Independent Special District	

Part 1.0 Detailed description of the stormwater management program (Section 403.9302(3)(a), F.S.)

The stormwater management program, as defined in the Introduction, includes those activities associated with the management, operation and maintenance, and control of stormwater and stormwater management systems, including activities required by state and federal law. The detailed program description is divided into multiple subparts consisting of narrative and data fields.

Part 1.1 Narrative Description:

The stormwater system is designed to provide water quality treatment and flood control per the requirements of SJRWMD.

Please provide a brief description of the current institutional strategy for managing stormwater in your jurisdiction. Please include
any mission statement, divisions or departments dedicated solely or partly to managing stormwater, dedicated funding sources, and other information that best describes your approach to stormwater:

On a scale of 1 to 5, with 5 being the highest, please indicate the importance of each of the following goals for your program:		
0	1	2	3	4	5		

 		 	 		

 					

 					

 						Drainage & flood abatement (such as flooding events associated with rainfall and hurricanes)	
	Water quality improvement (TMDL Process/BMAPs/other)	
	Reduce vulnerability to adverse impacts from flooding related to increases in frequency and
duration of rainfall events, storm surge and sea level rise	
	Other:	

		

No

Does your jurisdiction have an NPDES Municipal Separate Storm Sewer System (MS4) Permit?

No

Does your jurisdiction have a dedicated stormwater utility?

No

Does your jurisdiction have a Stormwater Master Plan or Plans?

No

Does your jurisdiction have an asset management (AM) system for stormwater infrastructure?

Part 1.2 Current Stormwater Program Activities:

Please provide answers to the following questions regarding your stormwater management program

●

If yes, is your jurisdiction regulated under Phase I or Phase II of the NPDES Program:

●

Yes

If no, do you have another funding mechanism?

1.0% User Fee on all PUF Sales within the District Lands.

If yes, please describe your funding mechanism.

●

If Yes:	
	How many years does the plan(s) cover?		
	Are there any unique features or limitations that are necessary to understand what the plan does or does
not address?	
	
No	

Please provide a link to the most recently adopted version of the document (if it is published online):

●

If Yes, does it include 100% of your facilities?		
If your AM includes less than 100% of your facilities, approximately what percent of your
facilities are included?		

Does your stormwater management program implement the following (answer Yes/No):	
	A construction sediment and erosion control program for new construction (plans review
and/or inspection)?	
Yes	
	An illicit discharge inspection and elimination program?	No	
	A public education program?	No	
	A program to involve the public regarding stormwater issues?	No	
	A “housekeeping” program for managing stormwater associated with vehicle maintenance
yards, chemical storage, fertilizer management, etc. ?	
No	
	A stormwater ordinance compliance program (i.e., for low phosphorus fertilizer)?	No	
	Water quality or stream gage monitoring?	No	
	A geospatial data or other mapping system to locate stormwater infrastructure (GIS,etc. )?	
No	
	A system for managing stormwater complaints?	Yes	
	Other specific activities?	

●

Notes or Comments on any of the above:

Part 1.3 Current Stormwater Program Operation and Maintenance Activities

Please provide answers to the following questions regarding the operation and maintenance activities undertaken by your stormwater management program.

No

Does your jurisdiction typically assume maintenance responsibility for stormwater systems associated
with new private development (i.e., systems that are dedicated to public ownership and/or operation upon completion)?

●

Notes or Comments on the above:

Does your stormwater operation and maintenance program implement any of the following (answer Yes/No):	
	Routine mowing of turf associated with stormwater ponds, swales, canal/lake banks,etc. ?	
Yes	
	Debris and trash removal from pond skimmers, inlet grates, ditches,etc. ?	Yes	
	Invasive plant management associated with stormwater infrastructure?	Yes	
	Ditch cleaning?	No	
	Sediment removal from the stormwater system (vactor trucks, other)?	No	
	Muck removal (dredging legacy pollutants from water bodies, canal,etc. )?	No	
	Street sweeping?	No	
	Pump and mechanical maintenance for trash pumps, flood pumps, alum injection,etc. ?	
No	
	Non-structural programs like public outreach and education?	No	
	Other specific routine activities?	

●

Part 2. Detailed description of the stormwater management system and its facilities and projects (continued Section 403.9302(3)(a), F.S.

A stormwater management system, as defined in the Introduction, includes the entire set of site design features and structural infrastructure for collection, conveyance, storage, infiltration, treatment, and disposal of stormwater. It may include drainage improvements and measures to prevent streambank channel erosion and habitat degradation. This section asks for a summary description of your stormwater management system. It is not necessary to provide geospatial asset data or a detailed inventory. For some, it may be possible to gather the required data from your Asset Management (AM) system. For others, data may be gathered from sources such as an MS4 permit application, aerial photos, past or ongoing budget investments, water quality projects, or any other system of data storage/management that is employed by the jurisdiction.

Please provide answers to the following questions regarding your stormwater system inventory. Enter zero (0) if your system does
not include the component.		
	Number	Unit of
Measurement	
	Estimated feet or miles of buried culvert:	0.00		
	Estimated feet or miles of open ditches/conveyances (lined and unlined) that are maintained by the
stormwater program:	
0.00		
	Estimated number of storage or treatment basins (i.e., wet or dry ponds):	2		
	Estimated number of gross pollutant separators including engineered sediment traps such as baffle
boxes, hydrodynamic separators, etc. :	
0		
	Number of chemical treatment systems (e. ., alum or polymer injection):	0		
	Number of stormwater pump stations:	0		
	Number of dynamic water level control structures (e. ., operable gates and weirs that control canal
water levels):	
0		
	Number of stormwater treatment wetland systems:	0		
	Other:		

				

				

Notes or Comments on any of the above:

Which of the following green infrastructure best management practices do you use to manage water flow and/or improve water quality (answer Yes/No):

Best Management Practice	Current	Planned	
Tree boxes	No		
Rain gardens	No		
Green roofs	No		
Pervious pavement/pavers	No		
Littoral zone plantings	Yes		
Living shorelines	No		
est Management Practices:	

			

Other B

Please indicate which resources or documents you used when answering these questions (check all that apply).

Asset management system	
GIS program	
MS4 permit application	
Aerial photos	
Past or ongoing budget investments	
Water quality projects	
Other(s):	

Part 3. The number of current and projected residents served calculated in 5-year increments (Section 403.9302(3)(b), F.S.

Counties and municipalities: Instead of requiring separate population projections, EDR will calculate the appropriate population
estimates for each municipality or the unincorporated area of the county. If your service area is less than or more than your local government’s population, please describe in the first text box provided below for part 4.0.

Independent Special Districts:	
	If an independent special district’s boundaries are completely aligned with a county or a municipality, identify that
jurisdiction here:	
	City of West Melbourne	

Any independent special district whose boundaries do not coincide with a county or municipality must submit a GIS
shapefile with the current and projected service area. EDR will calculate the appropriate population estimates based on that map. Submission of this shapefile also serves to complete Part 4.0 of this template.

Part 4.0 The current and projected service area for the stormwater management program or stormwater management system (Section 403.9302(3)(c), F.S.)

No exceptions

Rather than providing detailed legal descriptions or maps, this part of the template is exception-based. In this regard, if the stormwater service area is less than or extends beyond the geographic limits of your jurisdiction, please explain.

No changes

Similarly, if your service area is expected to change within the 20-year horizon, please describe the changes (e. ., the expiration of an interlocal agreement, introduction of an independent special district, etc. ).

Proceed to Part 5

Part 5.0 The current and projected cost of providing services calculated in 5-year increments (Section 403.9302(3)(d), F.S.)

Given the volume of services, jurisdictions should use the template’s service groupings rather than reporting the current and projected cost of each individual service.
Therefore, for the purposes of this document, “services” means:	
1.

2.	Routine operation and maintenance (inclusive of the items listed in Part 1.3 of this document, ongoing administration, and non-structural programs)	
	Expansion (that is, improvement) of a stormwater management system.	

Expansion means new work, new projects, retrofitting, and significant upgrades. Within the template, there are four categories of expansion projects	
1.
2.

3.

4.	Flood protection, addressed in parts 5.2 and 5.3… this includes capital projects intended for flood protection/flood abatement	
	Water quality, addressed in part 5.2 and 5.3… this includes stormwater projects related to water quality improvement, such as BMAPs; projects to benefit
natural systems through restoration or enhancement; and stormwater initiatives that are part of aquifer recharge projects	
	Resiliency, addressed in part 5.4… this includes all major stormwater initiatives that are developed specifically to address the effects of climate change, such
as sea level rise and increased flood events	
	End of useful life replacement projects, addressed in part 6.0… this includes major expenses associated with the replacement of aging infrastructure	

While numbers 3 and 4 have components that would otherwise fit into the first two categories, they are separately treated given their overall importance to the Legislature and other policymakers.

Expansion projects are further characterized as currently having either a committed funding source or no identified funding source. Examples of a committed funding source include the capacity to absorb the project’s capital cost within current budget levels or forecasted revenue growth; financing that is underway or anticipated (bond or loan); known state or federal funding (appropriation or grant); special assessment; or dedicated cash reserves for future expenditure.

All answers should be based on local fiscal years (LFY, beginning October 1 and running through September 30). Please use nominal dollars for each year, but include any expected cost increases for inflation or population growth. Please check the EDR website for optional growth rate schedules that may be helpful.

If you have more than 5 projects in a particular category, please use the "Additional Projects" tab. There, you can use dropdown lists to choose the project category and whether there is a committed funding source, then enter the project name and expenditure amounts.

Part 5.1 Routine Operation and Maintenance

Please complete the table below, indicating the cost of operation and maintenance activities for the current year and subsequent five-year increments throughout the 20-year horizon. Your response to this part should exclude future initiatives associated with resiliency or major expenses associated with the replacement of aging infrastructure; these activities are addressed in subparts 5.4 and 6.0. However, do include non-structural programs like public outreach and education in this category.

If specific cost data is not yet available for the current year, the most recent (2020-21) O&M value can be input into the optional growth rate schedules (available on EDR's website as an Excel workbook). The most recent O&M value can be grown using the provided options for inflation, population growth, or some other metric of your choosing. If the growth in your projected total O&M costs is more than 15% over any five-year increment, please provide a brief explanation of the major drivers.

Routine Operation and Maintenance	Expenditures (in $thousands)
	LFY 2021-2022	2022-23 to
2026-27	2027-28 to
2031-32	2032-33 to
2036-37	2037-38 to
2041-42	
Operation and Maintenance Costs	15	79	88	99	112	
Brief description of growth greater than 15% over any 5-year period:	

Part 5.2 Future Expansion (Committed Funding Source)

Please list expansion projects and their associated costs for the current year and subsequent five-year increments throughout the 20-year planning horizon. In this
section, include stormwater system expansion projects or portions of projects with a committed funding source. If you include a portion of a project that is not fully funded, the project’s remaining cost must be included in part 5.3, Expansion Projects with No Identified Funding Source.

Though many, if not most, stormwater projects benefit both flood protection and water quality, please use your best judgment to either allocate costs or simply select
the primary purpose from the two categories below.

5.2.1	: Provide a list of all scheduled new work, retrofitting and upgrades related to flood protection/flood

Flood Protection (Committed Funding Source)
abatement. Include infrastructure such as storage basins, piping and other conveyances, land purchases for stormwater projects, etc . Also include major
hardware purchases such as vactor/jet trucks.

5.2.2	: Please provide a list of scheduled water quality projects in your jurisdiction, such as treatment

Water Quality Projects (Committed Funding Source)
basins, alum injection systems, green infrastructure, water quality retrofits, etc., that have a direct stormwater component. The projected expenditures
should reflect only those costs.

If you are party to an adopted BMAP, please include the capital projects associated with stormwater in this table. Include BMAP project number, cost to your jurisdiction, and year(s) that capital improvement costs are to be incurred. For reference, DEP publishes a complete list of adopted BMAP projects as an appendix in their Annual STAR Report.

Expansion Projects with a Committed Funding Source
5.2.1	Expenditures (in $thousands)
Project Name	LFY 2021-2022	2022-23 to
2026-27	2027-28 to
2031-32	2032-33 to
2036-37	2037-38 to
2041-42	

						

5.2.2	Expenditures (in $thousands)
Project Name (or, if applicable, BMAP Project
Number or ProjID)	LFY 2021-2022	2022-23 to
2026-27	2027-28 to
2031-32	2032-33 to
2036-37	2037-38 to
2041-42	

						

Part 5.3 Future Expansion with No Identified Funding Source

Please provide a list of known expansion projects or anticipated need(s) without formal funding commitments(s), formal pledges, or obligations. If you included a
portion of a project that was partially covered by a committed source in part 5.2 above, list the projects and their remaining costs below.

5.3.1 Future Flood Protection with No Identified Funding Source: Please provide a list of future flood protection/flood abatement projects, associated land
purchases, or major hardware purchases that are needed in your jurisdiction over the next 20 years. Future needs may be based on Master Plans, Comprehensive Plan Elements, Water Control Plans, areas of frequent flooding, hydrologic and hydraulic modeling, public safety, increased frequency of maintenance, desired level of service, flooding complaints, etc.

5.3.2 Future Water Quality Projects with no Identified Funding Source: Please provide a list of future stormwater projects needed in your jurisdiction over the next 20 years that are primarily related to water quality issues. Future needs may be based on proximity to impaired waters or waters with total maximum daily loads (TMDLs), BMAPs, state adopted Restoration Plans, Alternative Restoration Plans, or other local water quality needs.

If you are party to an adopted BMAP, please list capital projects associated with stormwater. Include BMAP project number, cost to your jurisdiction, and year(s) that capital improvement costs are to be incurred.

List other future water quality projects, including those in support of local water quality goals as well as those identified in proposed (but not yet adopted) BMAPs.

Expansion Projects with No Identified Funding Source
Flood Protection	Expenditures (in $thousands)
Project Name	LFY 2021-2022	2022-23 to
2026-27	2027-28 to
2031-32	2032-33 to
2036-37	2037-38 to
2041-42	

						

Water Quality	Expenditures (in $thousands)
Project Name (or, if applicable, BMAP Project
Number or ProjID)	LFY 2021-2022	2022-23 to
2026-27	2027-28 to
2031-32	2032-33 to
2036-37	2037-38 to
2041-42	

						

Please indicate which resources or documents you used to complete table 5.3 (check all that apply).	

	Stormwater Master Plan	
	Basin Studies or Engineering Reports	
	Adopted BMAP	
	Adopted Total Maximum Daily Load	
	Regional or Basin-specific Water Quality Improvement Plan or Restoration Plan	
	Specify:		
	Other(s):		

Part 5.4 Stormwater projects that are part of resiliency initiatives related to climate change

Please list any stormwater infrastructure relocation or modification projects and new capital investments specifically needed due to sea level rise, increased flood
events, or other adverse effects of climate change. When aggregating, include O&M costs for these future resiliency projects and investments in this table (not in part 5.1). If your jurisdiction participates in a Local Mitigation Strategy (LMS), also include the expenditures associated with your stormwater management system in this category (for example, costs identified on an LMS project list).

Resiliency Projects with a Committed Funding Source	Expenditures (in $thousands)
Project Name	LFY 2021-2022	2022-23 to
2026-27	2027-28 to
2031-32	2032-33 to
2036-37	2037-38 to
2041-42	

						

Resiliency Projects with No Identified Funding Source	Expenditures (in $thousands)
Project Name	LFY 2021-2022	2022-23 to
2026-27	2027-28 to
2031-32	2032-33 to
2036-37	2037-38 to
2041-42	

						

No

Has a vulnerability assessment been completed for your jurisdiction’s storm water system?

No

Does your jurisdiction have a long-range resiliency plan of 20 years or more?

●

0

If no, how many facilities have been assessed?

●

If yes, please provide a link if available:

No

If no, is a planning effort currently underway?

Part 6.0 The estimated remaining useful life of each facility or its major components (Section 403.9302(3)(e), F.S.)

Rather than reporting the exact number of useful years remaining for individual components, this section is constructed to focus on infrastructure components that are
targeted for replacement and will be major expenses within the 20-year time horizon. Major replacements include culverts and pipe networks, control structures, pump stations, physical/biological filter media, etc . Further, the costs of retrofitting when used in lieu of replacement (such as slip lining) should be included in this part.
Finally, for the purposes of this document, it is assumed that open storage and conveyance systems are maintained (as opposed to replaced) and have an unlimited service life.

In order to distinguish between routine maintenance projects and the replacement projects to be included in this part, only major expenses are included here. A major
expense is defined as any single replacement project greater than 5% of the jurisdiction’s total O&M expenditures over the most recent five-year period (such as a project in late 2021 costing more than 5% of the O&M expenditures for fiscal years 2016-2017 to 2020-2021).

If you have more than 5 projects in a particular category, please use the "Additional Projects" tab. There, you can use dropdown lists to choose the project category and whether there is a committed funding source, then enter the project name and expenditure amounts.

End of Useful Life Replacement Projects with a Committed Funding Source
Expenditures (in $thousands)
Project Name	LFY 2021-2022	2022-23 to
2026-27	2027-28 to
2031-32	2032-33 to
2036-37	2037-38 to
2041-42	

						

End of Useful Life Replacement Projects with No Identified Funding Source
Expenditures (in $thousands)
Project Name	LFY 2021-2022	2022-23 to
2026-27	2027-28 to
2031-32	2032-33 to
2036-37	2037-38 to
2041-42	

						

Part 7.0 The most recent 5-year history of annual contributions to, expenditures from, and balances of any capital account for maintenance or expansion of any facility or its major components. (Section 403.9302(3)(f), F.S.)

This part of the template also addresses a portion of s. 403.9302(3)(g), F.S., by including historical expenditures. Many local governments refer to these as “actual”
expenditures.

Consistent with expenditure projections, the jurisdiction’s actual expenditures are categorized into routine O&M, expansion, resiliency projects, and replacement of
aging infrastructure. Additionally, the table includes space for reserve accounts. EDR’s interpretation of subparagraph 403.9302(3)(f), F.S., is that “capital account” refers to any reserve account developed specifically to cover future expenditures.

Note that for this table:	

	Expenditures for local fiscal year 2020-21 can be estimated based on the most current information if final data is not yet available.	
	Current Year Revenues include tax and fee collections budgeted for that fiscal year as well as unexpended balances from the prior year (balance forward or
carry-over) unless they are earmarked for the rainy day or a dedicated reserve as explained in the following bullets.	
	Bond proceeds should reflect only the amount expended in the given year.	
	A reserve is a dedicated account to accumulate funds for a specific future expenditure.	
	An all-purpose rainy day fund is a type of working capital fund typically used to address costs associated with emergencies or unplanned events	

The sum of the values reported in the "Funding Sources for Actual Expenditures" columns should equal the total "Actual Expenditures" amount. The cells in the
"Funding Sources for Actual Expenditures" section will be highlighted red if their sum does not equal the "Actual Expenditures" total.

If you do not have a formal reserve dedicated to your stormwater system, please enter zero for the final two reserve columns

Routine O&M
	Total	Funding Sources for Actual Expenditures		
	
Actual Expenditures	Amount Drawn
from Current Year Revenues	Amount Drawn
from Bond Proceeds	Amount Drawn
from Dedicated Reserve	Amount Drawn
from All-Purpose Rainy Day Fund		Contributions to Reserve Account	Balance of Reserve Account	
2016-17	14	14	0	0	0		0	0	
2017-18	14	14	0	0	0		0	0	
2018-19	14	14	0	0	0		0	0	
2019-20	15	15	0	0	0		0	0	
2020-21	15	15	0	0	0		0	0	

Expansion
	Total	Funding Sources for Actual Expenditures		
	
Actual Expenditures	Amount Drawn
from Current Year Revenues	Amount Drawn
from Bond Proceeds	Amount Drawn
from Dedicated Reserve	Amount Drawn
from All-Purpose Rainy Day Fund		Contributions to Reserve Account	Balance of Reserve Account	
2016-17									
2017-18									
2018-19									
2019-20									
2020-21									

Resiliency
	Total	Funding Sources for Actual Expenditures		
	
Actual Expenditures	Amount Drawn
from Current Year Revenues	Amount Drawn
from Bond Proceeds	Amount Drawn
from Dedicated Reserve	Amount Drawn
from All-Purpose Rainy Day Fund		Contributions to Reserve Account	Balance of Reserve Account	
2016-17									
2017-18									
2018-19									
2019-20									
2020-21									

Replacement of Aging Infrastructure
	Total	Funding Sources for Actual Expenditures		
	
Actual Expenditures	Amount Drawn
from Current Year Revenues	Amount Drawn
from Bond Proceeds	Amount Drawn
from Dedicated Reserve	Amount Drawn
from All-Purpose Rainy Day Fund		Contributions to Reserve Account	Balance of Reserve Account	
2016-17									
2017-18									
2018-19									
2019-20									
2020-21									

Part 8.0 The local government's plan to fund the maintenance or expansion of any facility or its major components. The plan must include historical and estimated future revenues and expenditures with an evaluation of how the local government expects to close any projected funding gap (Section 403.9302(3)(g), F.S.)

In this template, the historical data deemed necessary to comply with s. 403.9302(3)(g), F.S., was included in part 7.0. This part is forward looking and includes a funding gap calculation. The first two tables will be auto-filled from the data you reported in prior tables. To do this, EDR will rely on this template’s working definition of projects with committed funding sources, i.e., EDR assumes that all committed projects have committed revenues. Those projects with no identified funding source are considered to be unfunded. EDR has automated the calculation of projected funding gaps based on these assumptions.

Committed Funding Source	2022-23 to
2026-27	2027-28 to
2031-32	2032-33 to
2036-37	2037-38 to
2041-42	
Maintenance	79	88	99	112	
Expansion	0	0	0	0	
Resiliency	0	0	0	0	
Replacement/Aging Infrastructure	0	0	0	0	
Total Committed Revenues (=Total Committed Projects)	79	88	99	112	

No Identified Funding Source	2022-23 to
2026-27	2027-28 to
2031-32	2032-33 to
2036-37	2037-38 to
2041-42	
Maintenance	0	0	0	0	
Expansion	0	0	0	0	
Resiliency	0	0	0	0	
Replacement/Aging Infrastructure	0	0	0	0	
Projected Funding Gap (=Total Non-Committed Needs)	0	0	0	0	

For any specific strategies that will close or lessen a projected funding gap, please list them in the table below. For each strategy, also include the
expected new revenue within the five-year increments.

Strategies for New Funding Sources	2022-23 to
2026-27	2027-28 to
2031-32	2032-33 to
2036-37	2037-38 to
2041-42	

					

Total	0	0	0	0	

Remaining Unfunded Needs	0	0	0	0	

Additional Table Rows

Choose from the drop-down lists for Project Type and Funding Source Type, then fill in the project name and expenditure estimates.	
Rows that are highlighted RED are either missing information in a "Project & Type Information" column or have zero expenditures.	
Link to aggregated table to crosscheck category totals and uncategorized projects.		

Project & Type Information	Expenditures (in $thousands)	
Project Type
(Choose from dropdown list)	Funding Source Type
(Choose from dropdown list)	Project Name	LFY 2021-2022	2022-23 to
2026-27	2027-28 to
2031-32	2032-33 to
2036-37	2037-38 to
2041-42	

								

								

								

								

								

								

								

								

								

								

								

Project & Type Information	Expenditures (in $thousands)	
Project Type
(Choose from dropdown list)	Funding Source Type
(Choose from dropdown list)	Project Name	LFY 2021-2022	2022-23 to
2026-27	2027-28 to
2031-32	2032-33 to
2036-37	2037-38 to
2041-42	

								

								

								

								

								

								

								

								

								

								

								

								

								

Project & Type Information	Expenditures (in $thousands)	
Project Type
(Choose from dropdown list)	Funding Source Type
(Choose from dropdown list)	Project Name	LFY 2021-2022	2022-23 to
2026-27	2027-28 to
2031-32	2032-33 to
2036-37	2037-38 to
2041-42	

								

								

								

								

								

								

								

								

								

								

								

								

								

Project & Type Information	Expenditures (in $thousands)	
Project Type
(Choose from dropdown list)	Funding Source Type
(Choose from dropdown list)	Project Name	LFY 2021-2022	2022-23 to
2026-27	2027-28 to
2031-32	2032-33 to
2036-37	2037-38 to
2041-42	

								

								

								

								

								

								

								

								

								

								

								

								

								

Project & Type Information	Expenditures (in $thousands)	
Project Type
(Choose from dropdown list)	Funding Source Type
(Choose from dropdown list)	Project Name	LFY 2021-2022	2022-23 to
2026-27	2027-28 to
2031-32	2032-33 to
2036-37	2037-38 to
2041-42	

								

								

								

								

								

								

								

								

								

								

								

								

								

Project & Type Information	Expenditures (in $thousands)	
Project Type
(Choose from dropdown list)	Funding Source Type
(Choose from dropdown list)	Project Name	LFY 2021-2022	2022-23 to
2026-27	2027-28 to
2031-32	2032-33 to
2036-37	2037-38 to
2041-42	

								

								

Project & Type Information	Expenditures	
Project Type	Funding Source Type		LFY 2021-2022	2022-23 to
2026-27	2027-28 to
2031-32	2032-33 to
2036-37	2037-38 to
2041-42	
Expansion Projects, Flood Protection	Committed Funding Source	Aggregated Total	0	0	0	0	0	
Expansion Projects, Water Quality	Committed Funding Source	Aggregated Total	0	0	0	0	0	
Resiliency Projects	Committed Funding Source	Aggregated Total	0	0	0	0	0	
End of Useful Life Replacement Projects	Committed Funding Source	Aggregated Total	0	0	0	0	0	
Expansion Projects, Flood Protection	No Identified Funding Source	Aggregated Total	0	0	0	0	0	
Expansion Projects, Water Quality	No Identified Funding Source	Aggregated Total	0	0	0	0	0	
Resiliency Projects	No Identified Funding Source	Aggregated Total	0	0	0	0	0	
End of Useful Life Replacement Projects	No Identified Funding Source	Aggregated Total	0	0	0	0	0	

Total of Projects without Project Type and/or Funding Source Type	0	0	0	0	0	

Part 5.0 The current and projected cost of providing services calculated in 5-year increments (Section 403.9302(3)(d), F.S.)

Given the volume of services, jurisdictions should use the template’s service groupings rather than reporting the current and projected cost of each individual service.
Therefore, for the purposes of this document, “services” means:	
1.

2.	Routine operation and maintenance (inclusive of the items listed in Part 1.3 of this document, ongoing administration, and non-structural programs)	
	Expansion (that is, improvement) of a stormwater management system.	

Expansion means new work, new projects, retrofitting, and significant upgrades. Within the template, there are four categories of expansion projects.	
1.
2.

3.

4.	Flood protection, addressed in parts 5.2 and 5.3… this includes capital projects intended for flood protection/flood abatement	
	Water quality, addressed in part 5.2 and 5.3… this includes stormwater projects related to water quality improvement, such as BMAPs; projects to benefit
natural systems through restoration or enhancement; and stormwater initiatives that are part of aquifer recharge projects	
	Resiliency, addressed in part 5.4… this includes all major stormwater initiatives that are developed specifically to address the effects of climate change, such as
sea level rise and increased flood events	
	End of useful life replacement projects, addressed in part 6.0… this includes major expenses associated with the replacement of aging infrastructure	

While numbers 3 and 4 have components that would otherwise fit into the first two categories, they are separately treated given their overall importance to the Legislature and other policymakers.

Expansion projects are further characterized as currently having either a committed funding source or no identified funding source. Examples of a committed funding source include the capacity to absorb the project’s capital cost within current budget levels or forecasted revenue growth; financing that is underway or anticipated (bond or loan); known state or federal funding (appropriation or grant); special assessment; or dedicated cash reserves for future expenditure.

All answers should be based on local fiscal years (LFY, beginning October 1 and running through September 30). Please use nominal dollars for each year, but include any expected cost increases for inflation or population growth. Please check the EDR website for optional growth rate schedules that may be helpful.

If you have more than 5 projects in a particular category, please use the "Additional Projects" tab. There, you can use dropdown lists to choose the project category and whether there is a committed funding source, then enter the project name and expenditure amounts.

Part 5.1 Routine Operation and Maintenance

Please complete the table below, indicating the cost of operation and maintenance activities for the current year and subsequent five-year increments throughout the 20- year horizon. Your response to this part should exclude future initiatives associated with resiliency or major expenses associated with the replacement of aging infrastructure; these activities are addressed in subparts 5.4 and 6.0. However, do include non-structural programs like public outreach and education in this category.

If specific cost data is not yet available for the current year, the most recent (2020-21) O&M value can be input into the optional growth rate schedules (available on EDR's website as an Excel workbook). The most recent O&M value can be grown using the provided options for inflation, population growth, or some other metric of your choosing. If the growth in your projected total O&M costs is more than 15% over any five-year increment, please provide a brief explanation of the major drivers.

Routine Operation and Maintenance	Expenditures (in $thousands)
	LFY 2021-2022	2022-23 to
2026-27	2027-28 to
2031-32	2032-33 to
2036-37	2037-38 to
2041-42	
Operation and Maintenance Costs	15	79	88	99	112	
Brief description of growth greater than 15% over any 5-year period:	

Part 5.2 Future Expansion (Committed Funding Source)

Please list expansion projects and their associated costs for the current year and subsequent five-year increments throughout the 20-year planning horizon. In this section, include stormwater system expansion projects or portions of projects with a committed funding source. If you include a portion of a project that is not fully funded, the
project’s remaining cost must be included in part 5.3, Expansion Projects with No Identified Funding Source.

Though many, if not most, stormwater projects benefit both flood protection and water quality, please use your best judgment to either allocate costs or simply select the primary purpose from the two categories below.

5.2.1 Flood Protection (Committed Funding Source): Provide a list of all scheduled new work, retrofitting and upgrades related to flood protection/flood abatement. Include infrastructure such as storage basins, piping and other conveyances, land purchases for stormwater projects, etc . Also include major hardware purchases such as vactor/jet trucks.

5.2.2 Water Quality Projects (Committed Funding Source): Please provide a list of scheduled water quality projects in your jurisdiction, such as treatment basins, alum injection systems, green infrastructure, water quality retrofits, etc., that have a direct stormwater component. The projected expenditures should reflect only those costs.

If you are party to an adopted BMAP, please include the capital projects associated with stormwater in this table. Include BMAP project number, cost to your jurisdiction, and year(s) that capital improvement costs are to be incurred. For reference, DEP publishes a complete list of adopted BMAP projects as an appendix in their Annual STAR Report.

Expansion Projects with a Committed Funding Source
Flood Protection	Expenditures (in $thousands)
Project Name	LFY 2021-2022	2022-23 to
2026-27	2027-28 to
2031-32	2032-33 to
2036-37	2037-38 to
2041-42	

						

Water Quality	Expenditures (in $thousands)
Project Name (or, if applicable, BMAP Project
Number or ProjID)	LFY 2021-2022	2022-23 to
2026-27	2027-28 to
2031-32	2032-33 to
2036-37	2037-38 to
2041-42	

						

Part 5.3 Future Expansion with No Identified Funding Source

Please provide a list of known expansion projects or anticipated need(s) without formal funding commitments(s), formal pledges, or obligations. If you included a portion of a project that was partially covered by a committed source in part 5.2 above, list the projects and their remaining costs below.

5.3.1 Future Flood Protection with No Identified Funding Source: Please provide a list of future flood protection/flood abatement projects, associated land
purchases, or major hardware purchases that are needed in your jurisdiction over the next 20 years. Future needs may be based on Master Plans, Comprehensive Plan Elements, Water Control Plans, areas of frequent flooding, hydrologic and hydraulic modeling, public safety, increased frequency of maintenance, desired level of service, flooding complaints, etc.

5.3.2 Future Water Quality Projects with no Identified Funding Source: Please provide a list of future stormwater projects needed in your jurisdiction over the next 20 years that are primarily related to water quality issues. Future needs may be based on proximity to impaired waters or waters with total maximum daily loads (TMDLs), BMAPs, state adopted Restoration Plans, Alternative Restoration Plans, or other local water quality needs.

If you are party to an adopted BMAP, please list capital projects associated with stormwater. Include BMAP project number, cost to your jurisdiction, and year(s) that capital improvement costs are to be incurred.

List other future water quality projects, including those in support of local water quality goals as well as those identified in proposed (but not yet adopted) BMAPs.

Expansion Projects with No Identified Funding Source
Flood Protection	Expenditures (in $thousands)
Project Name	LFY 2021-2022	2022-23 to
2026-27	2027-28 to
2031-32	2032-33 to
2036-37	2037-38 to
2041-42	

						

Water Quality	Expenditures (in $thousands)
Project Name (or, if applicable, BMAP Project
Number or ProjID)	LFY 2021-2022	2022-23 to
2026-27	2027-28 to
2031-32	2032-33 to
2036-37	2037-38 to
2041-42	

						

Please indicate which resources or documents you used to complete table 5.3 (check all that apply).	

	Stormwater Master Plan	
	Basin Studies or Engineering Reports	
	Adopted BMAP	
	Adopted Total Maximum Daily Load	
	Regional or Basin-specific Water Quality Improvement Plan or Restoration Plan	
	Specify:		
	Other(s):		

Part 5.4 Stormwater projects that are part of resiliency initiatives related to climate change

Please list any stormwater infrastructure relocation or modification projects and new capital investments specifically needed due to sea level rise, increased flood events,
or other adverse effects of climate change. When aggregating, include O&M costs for these future resiliency projects and investments in this table (not in part 5.1). If your jurisdiction participates in a Local Mitigation Strategy (LMS), also include the expenditures associated with your stormwater management system in this category (for example, costs identified on an LMS project list).

Resiliency Projects with a Committed Funding Source	Expenditures (in $thousands)
Project Name	LFY 2021-2022	2022-23 to
2026-27	2027-28 to
2031-32	2032-33 to
2036-37	2037-38 to
2041-42	

						

Resiliency Projects with No Identified Funding Source	Expenditures (in $thousands)
Project Name	LFY 2021-2022	2022-23 to
2026-27	2027-28 to
2031-32	2032-33 to
2036-37	2037-38 to
2041-42	

						

No

Has a vulnerability assessment been completed for your jurisdiction’s storm water system?

No

Does your jurisdiction have a long-range resiliency plan of 20 years or more?

●

0

If no, how many facilities have been assessed?

●

If yes, please provide a link if available:

No

If no, is a planning effort currently underway?

Part 6.0 The estimated remaining useful life of each facility or its major components (Section 403.9302(3)(e), F.S.)

Rather than reporting the exact number of useful years remaining for individual components, this section is constructed to focus on infrastructure components that are targeted for replacement and will be major expenses within the 20-year time horizon. Major replacements include culverts and pipe networks, control structures, pump stations, physical/biological filter media, etc . Further, the costs of retrofitting when used in lieu of replacement (such as slip lining) should be included in this part. Finally, for the purposes of this document, it is assumed that open storage and conveyance systems are maintained (as opposed to replaced) and have an unlimited service life.

In order to distinguish between routine maintenance projects and the replacement projects to be included in this part, only major expenses are included here. A major expense is defined as any single replacement project greater than 5% of the jurisdiction’s total O&M expenditures over the most recent five-year period (such as a project in late 2021 costing more than 5% of the O&M expenditures for fiscal years 2016-2017 to 2020-2021).

If you have more than 5 projects in a particular category, please use the "Additional Projects" tab. There, you can use dropdown lists to choose the project category and whether there is a committed funding source, then enter the project name and expenditure amounts.

End of Useful Life Replacement Projects with a Committed Funding Source
Expenditures (in $thousands)
Project Name	LFY 2021-2022	2022-23 to
2026-27	2027-28 to
2031-32	2032-33 to
2036-37	2037-38 to
2041-42	

						

End of Useful Life Replacement Projects with No Identified Funding Source
Expenditures (in $thousands)
Project Name	LFY 2021-2022	2022-23 to
2026-27	2027-28 to
2031-32	2032-33 to
2036-37	2037-38 to
2041-42	

						

Part 7.0 The most recent 5-year history of annual contributions to, expenditures from, and balances of any capital account for maintenance or expansion of any facility or its major components. (Section 403.9302(3)(f), F.S.)

This part of the template also addresses a portion of s. 403.9302(3)(g), F.S., by including historical expenditures. Many local governments refer to these as “actual”
expenditures.

Consistent with expenditure projections, the jurisdiction’s actual expenditures are categorized into routine O&M, expansion, resiliency projects, and replacement of aging infrastructure. Additionally, the table includes space for reserve accounts. EDR’s interpretation of subparagraph 403.9302(3)(f), F.S., is that “capital account” refers to any reserve account developed specifically to cover future expenditures.

Note that for this table:	

	Expenditures for local fiscal year 2020-21 can be estimated based on the most current information if final data is not yet available.	
	Current Year Revenues include tax and fee collections budgeted for that fiscal year as well as unexpended balances from the prior year (balance forward or
carry-over) unless they are earmarked for the rainy day or a dedicated reserve as explained in the following bullets.	
	Bond proceeds should reflect only the amount expended in the given year.	
	A reserve is a dedicated account to accumulate funds for a specific future expenditure.	
	An all-purpose rainy day fund is a type of working capital fund typically used to address costs associated with emergencies or unplanned events.	

The sum of the values reported in the "Funding Sources for Actual Expenditures" columns should equal the total "Actual Expenditures" amount. The cells in the "Funding Sources for Actual Expenditures" section will be highlighted red if their sum does not equal the "Actual Expenditures" total.

If you do not have a formal reserve dedicated to your stormwater system, please enter zero for the final two reserve columns.

Routine O&M
	Total	Funding Sources for Actual Expenditures		
	
Actual Expenditures	Amount Drawn from Current
Year Revenues	Amount Drawn from Bond
Proceeds	Amount Drawn from Dedicated
Reserve	Amount Drawn from All-Purpose
Rainy Day Fund		Contributions to Reserve Account	Balance of Reserve Account	
2016-17	14	14	0	0	0		0	0	
2017-18	14	14	0	0	0		0	0	
2018-19	14	14	0	0	0		0	0	
2019-20	15	15	0	0	0		0	0	
2020-21	15	15	0	0	0		0	0	

Expansion
	Total	Funding Sources for Actual Expenditures		
	
Actual Expenditures	Amount Drawn
from Current Year Revenues	Amount Drawn
from Bond Proceeds	Amount Drawn
from Dedicated Reserve	Amount Drawn
from All-Purpose Rainy Day Fund		Contributions to Reserve Account	Balance of Reserve Account	
2016-17									
2017-18									
2018-19									
2019-20									
2020-21									

Resiliency
	Total	Funding Sources for Actual Expenditures		
	
Actual Expenditures	Amount Drawn
from Current Year Revenues	Amount Drawn
from Bond Proceeds	Amount Drawn
from Dedicated Reserve	Amount Drawn
from All-Purpose Rainy Day Fund		Contributions to Reserve Account	Balance of Reserve Account	
2016-17									
2017-18									
2018-19									
2019-20									
2020-21									

Replacement of Aging Infrastructure
	Total	Funding Sources for Actual Expenditures		
	
Actual Expenditures	Amount Drawn from Current
Year Revenues	Amount Drawn from Bond
Proceeds	Amount Drawn from Dedicated
Reserve	Amount Drawn from All-Purpose
Rainy Day Fund		Contributions to Reserve Account	Balance of Reserve Account	
2016-17									
2017-18									
2018-19									
2019-20									
2020-21									

Part 8.0 The local government's plan to fund the maintenance or expansion of any facility or its major components. The plan must include historical and estimated future revenues and expenditures with an evaluation of how the local government expects to close any projected funding gap (Section 403.9302(3)(g), F.S.)

In this template, the historical data deemed necessary to comply with s. 403.9302(3)(g), F.S., was included in part 7.0. This part is forward looking and includes a funding gap calculation. The first two tables will be auto-filled from the data you reported in prior tables. To do this, EDR will rely on this template’s working definition of projects with committed funding sources, i.e., EDR assumes that all committed projects have committed revenues. Those projects with no identified funding source are considered to be unfunded. EDR has automated the calculation of projected funding gaps based on these assumptions.

Committed Funding Source	2022-23 to
2026-27	2027-28 to
2031-32	2032-33 to
2036-37	2037-38 to
2041-42	
Maintenance	79	88	99	112	
Expansion	0	0	0	0	
Resiliency	0	0	0	0	
Replacement/Aging Infrastructure	0	0	0	0	
Total Committed Revenues (=Total Committed Projects)	79	88	99	112	

No Identified Funding Source	2022-23 to
2026-27	2027-28 to
2031-32	2032-33 to
2036-37	2037-38 to
2041-42	
Maintenance	0	0	0	0	
Expansion	0	0	0	0	
Resiliency	0	0	0	0	
Replacement/Aging Infrastructure	0	0	0	0	
Projected Funding Gap (=Total Non-Committed Needs)	0	0	0	0	

For any specific strategies that will close or lessen a projected funding gap, please list them in the table below. For each strategy, also include the expected new revenue within the five-year increments.

Strategies for New Funding Sources	2022-23 to
2026-27	2027-28 to
2031-32	2032-33 to
2036-37	2037-38 to
2041-42	

					

Total	0	0	0	0	

Remaining Unfunded Needs	0	0	0	0	

Auditor Selection Committee Recommendation

PBR CDD
Auditor Selection - Manager Recommended Rankings

Criteria	
Possible Points		
James Moore	
JM Rec. Points	

Ability of Personnel	

20.0	
Qualified, Multiple CPAs
on Staff	

20.0	

Proposer's Experience	

20.0		

Sufficient	

20.0	

Understanding of Scope of Work	

20.0	

Current Auditor	

20.0	

Ability to Furnish Required Services	

20.0	

Capable, Local	

20.0	

Price for Services for Three Years	

20.0		$5,500 +
$5,500 +
$5,500 =
$16,500	

20.0	
Total	100.0			100.0	

FY21 Audit Report

PBR COMMUNITY DEVELOPMENT DISTRICT FINANCIAL STATEMENTS
SEPTEMBER 30, 2021

PBR COMMUNITY DEVELOPMENT DISTRICT TABLE OF CONTENTS SEPTEMBER 30, 2021
Independent Auditors’ Report	1 - 2
Management’s Discussion and Analysis	3 - 6
Financial Statements
Government-wide Financial Statements
Statement of Net Position	8
Statement of Activities	9
Fund Financial Statements
Balance Sheet – Governmental Funds	10
Reconciliation of the Balance Sheet  Governmental Funds to the Statement of	11
Net Position
Statement of Revenues, Expenditures and Changes in Fund Balance – Governmental Funds	12
Reconciliation of the Statement of Revenues, Expenditures and Changes in
Fund Balances of Governmental Funds to the Statement of Activities	13
Notes to Financial Statements	14 - 20
Required Supplementary Information
Schedule of Revenues, Expenditures and Changes in Fund Balances -
General Fund - Budget and Actual	22
Other Reports
Independent Auditors’ Report on Internal Control over Financial Reporting and on Compliance and Other Matters Based on an Audit of Financial Statements
Performed in Accordance with Government Auditing Standards	24 - 25
Independent Auditors’ Management Letter Required by
Chapter 10.550, Rules of the State of Florida, Office of the Auditor General	26 - 28
Independent Accountants’ Examination Report	29

INDEPENDENT AUDITORS’ REPORT

To the Board of Supervisors,
PBR Community Development District:

Report on the Financial Statements

We have audited the accompanying financial statements of the governmental activities and each major fund of the PBR Community Development District (the District), as of and for the year ended September 30, 2021, and the related notes to the financial statements, which collectively comprise the District’s basic financial statements as listed in the table of contents.

Management’s Responsibility for the Financial Statements

The District’s management is responsible for the preparation and fair presentation of these financial statements in accordance with accounting principles generally accepted in the United States of America; this includes the design, implementation, and maintenance of internal control relevant to the preparation and fair presentation of financial statements that are free from material misstatement, whether due to fraud or error.

Auditors’ Responsibility

Our responsibility is to express opinions on these financial statements based on our audit. We conducted our audit in accordance with auditing standards generally accepted in the United States of America and the standards applicable to financial audits contained in Government Auditing Standards, issued by the Comptroller General of the United States. Those standards require that we plan and perform the audit to obtain reasonable assurance about whether the financial statements are free from material misstatement.

An audit involves performing procedures to obtain audit evidence about the amounts and disclosures in the financial statements. The procedures selected depend on the auditors’ judgment, including the assessment of the risks of material misstatement of the financial statements, whether due to fraud or error. In making those risk assessments, the auditor considers internal control relevant to the entity’s preparation and fair presentation of the financial statements in order to design audit procedures that are appropriate in the circumstances, but not for the purpose of expressing an opinion on the effectiveness of the entity’s internal control. Accordingly, we express no such opinion. 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 believe that the audit evidence we have obtained is sufficient and appropriate to provide a basis for our audit opinions.

Opinions

In our opinion, the financial statements referred to above present fairly, in all material respects, the respective financial position of the governmental activities and each major fund of the District, as of September 30, 2021, and the respective changes in financial position thereof the year then ended in conformity with accounting principles generally accepted in the United States of America.

Other Matters

Required Supplementary Information

Accounting principles generally accepted in the United States of America require that the management’s discussion and analysis and required supplementary information, as listed in the table of contents, be presented to supplement the 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. We have applied certain limited procedures to the required supplementary information in accordance with auditing standards generally accepted in the United States of America, which consisted of inquiries of management about 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 do 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.

Other Reporting Required by Government Auditing Standards

In accordance with Government Auditing Standards, we have also issued our report dated June 24, 2022, on our consideration of the District’s internal control over financial reporting and on our tests of its compliance with certain provisions of laws, regulations, contracts, and grant agreements and other matters. The purpose of that report is to describe the scope of our testing of internal control over financial reporting and compliance and the results of that testing, and not to provide an opinion on internal control over financial reporting or on compliance. That report is an integral part of an audit performed in accordance with Government Auditing Standards in considering the District’s internal control over financial reporting and compliance.

Daytona Beach, Florida June 24, 2022

PBR Community Development District Management’s Discussion and Analysis

As management of the PBR Community Development District (the District), we offer readers of the District's financial statements this narrative overview and analysis of the financial activities of the District for the fiscal year ended September 30, 2021.

Financial Highlights

The liabilities of the District exceeded its assets at the close of the 2021 fiscal year by $(241,251) (net position). Of this amount, $(1,339,808) is net investment in capital assets.

The District's total long-term liabilities decreased by $240,000 during the 2021 fiscal year. This reflects the repayment of outstanding balances for bonds, notes and capital leases. The District paid interest expenditures of $795,750.

Overview of the Financial Statements

This discussion and analysis is intended to serve as an introduction to the District's basic financial statements. The District's basic financial statements comprise three components: 1) government-wide financial statements, 2) fund financial statements, and 3) notes to the financial statements. This report also contains other supplementary information in addition to the basic financial statements themselves.

Government-wide financial statements

The government-wide financial statements are designed to provide readers with a broad overview of the District's finances, in a manner similar to a private-sector business.

The statement of net position presents information on all of the District's assets and liabilities, with the difference between the two reported as net position. Over time, increases or decreases in net position may serve as a useful indicator of whether the financial position of the District is improving or deteriorating.

The statement of activities presents information showing how the government's net position changed during the most recent fiscal year. All changes in net position are reported as soon as the underlying event giving rise to the change occurs, regardless of the timing of related cash flows.

Thus, revenues and expenses are reported in this statement for some items that will only result in cash flows in future fiscal periods (e.g., uncollected taxes and earned but unused vacation leave). The governmental activities of the District include general government. The government-wide financial statements can be found on pages 8-9 of this report.

Fund financial statements

A fund is a grouping of related accounts that is used to maintain control over resources that have been segregated for specific activities or objectives. The District, like other state and local governments, uses fund accounting to ensure and demonstrate compliance with finance-related legal requirements. All of the funds of the District are governmental funds.

Governmental funds

Governmental funds are used to account for essentially the same functions reported as governmental activities in the government-wide financial statements. However, unlike the government-wide financial statements, governmental fund financial statements focus on near-term inflows and outflows of spendable resources, as well as on balances of spendable resources available at the end of the fiscal year. Such information may be useful in evaluating a government's near-term financing requirements.

Because the focus of governmental funds is narrower than that of the government-wide financial statements, it is useful to compare the information presented for governmental funds with similar information presented for governmental activities in the government-wide financial statements. By doing so, readers may better understand the long-term impact of the government’s near-term financing decisions. Both the governmental fund balance sheet and the governmental fund statement of revenues, expenditures, and changes in fund balances provide a reconciliation to facilitate this comparison between governmental funds and governmental activities.

The District maintains 2 individual governmental funds, including the General Fund and Debt Service Fund. The General Fund and Debt Service Fund are reported as major funds.

Information is presented separately in the governmental fund balance sheet and in the governmental fund statement of revenues, expenditures and changes in fund balances for the major funds.

The District adopts an annual appropriated budget for its General Fund. A budgetary comparison statement has been provided for the general fund to demonstrate compliance with this budget. The basic governmental fund financial statements can be found on pages 10-13 of this report.

Notes to the financial statements

The notes provide additional information that is essential to a full understanding of the data provided in the government-wide and fund financial statements. The notes to the financial statements can be found on pages 14-20 of this report.

Government-wide Financial Analysis

The following is a summary of the District’s governmental activities net position for each of the past two years:

ASSETS		2021				2020				Change		
Current and other assets	$  1,442,597		$  1,112,332		$	330,265	
Capital assets, net		17,468,771 			17,713,312 			(244,541)	
Total assets	 $ 18,911,368 		$ 18,825,644		$	85,724	

LIABILITIES
Current liabilities	
$	599,040		

$	598,209		

$	831	
Other liabilities		18,553,579 			18,808,579 			(255,000)	
Total liabilities	 $ 19,152,619 		$ 19,406,788		$	(254,169)	

NET POSITION
Net investment in capital assets	$ (1,339,808)		

$ (1,335,267)		

$	(4,541)	
Restricted for:						
Debt service	1,091,901		754,270		337,631	
Unrestricted	6,656		(147)		6,803	
Total net position	 $	(241,251)		$	(581,144)		$	339,893	

As noted earlier, net position may serve over time as a useful indicator of a government's financial position. In the case of the District, liabilities exceeded assets by $(241,251) at the close of the 2021 fiscal year. By far the largest portion of the District's net position reflects its investment in capital assets (infrastructure), less any related debt used to acquire those assets that are still outstanding, which has resulted in a substantial negative balance.

The following is a summary of the changes in the District’s governmental activities net position for each of the past two years:

Revenues:		2021			2020			Change		
Program revenues:				
Charges for services	$  1,373,374	$  1,155,685	$	217,689	
Grants and contributions	55,953	44,418	11,535	
Investment earnings		7 		-			7 	
Total revenues	 $  1,429,334 	 $  1,200,103 	 $	229,231 	
Expenses:				
General government	$	293,691	$	297,151	$	(3,460)	
Interest		795,750 		807,458 		(11,708)	
Total expenses	 $  1,089,441 	 $  1,104,609 	 $	(15,168)	
Change in net position	$	339,893	$	95,494	$	244,399	
Net position, beginning		(581,144)		(676,638)		95,494 	
Net position, ending	 $	(241,251)	 $	(581,144)	 $	339,893 	

Governmental activities

Governmental activities increased the District's net position by $339,893. This amount is primarily attributable to increases in collections of user fee revenues.

The District’s total revenues related to governmental activities increased by $229,224 from the prior year. Factors that contributed to an increase in revenues are an increase in collections of user fee revenues.

Expenses related to governmental activities decreased by $12,936 from the prior year. This is related primarily to a decrease in interest expenses related to debt.

Governmental funds

As of the end of the fiscal year 2021, the District's governmental funds reported combined ending fund balances of $1,427,203, an increase of approximately $339,434 in comparison with the prior year.

Capital Asset and Debt Administration

Capital assets. The District's investment in capital assets for its governmental funds as of September 30, 2021, amounts to $17,468,771 (net of accumulated depreciation). This represents a net decrease of
$244,541. The District had no projects under construction at the end of 2021.

The following summarizes the District’s capital assets as of September 30, 2021 and 2020:

	2021		2020		Change	
Land and land improvements	$ 13,800,656		$ 13,800,656		$	-	
Infrastructure		6,113,525 			6,113,525 			-		
Total, prior to depreciation	19,914,181		19,914,181		-	

Accumulated depreciation	
	(2,445,410)	
	(2,200,869)	
	(244,541)	
Net capital assets	 $ 17,468,771 	 $ 17,713,312 	$	(244,541)	

Additional information on the District's capital assets can be found in Note (4) on page 18 of this report.

Long-term Debt. At the end of the 2021 fiscal year, the District had total bonded debt and notes payable principal outstanding of $18,808,579

The following summarizes the District’s long-term debt as of September 30, 2021 and 2020:

	2021		2020		Change	
Series 2016A	10,955,000		$ 11,145,000		$	(190,000)	
Series 2016B	4,820,001		4,870,000		(49,999)	
Deferred Obligation		3,033,579 			3,033,579 		-	
Total long-term liabilities	 $ 18,808,580 		$ 19,048,579		$	(239,999)	

The District's long-term liabilities decreased by $240,000 during the current fiscal year. This decrease was attributable to repayment of the Series 2016A and 2016B bond.

Additional information on the District's long-term liabilities can be found in Note (5) beginning on page 19 of this report.

Other Factors

The District is an independent special district that operates under the provisions of Chapter 190, Florida Statutes. The District operates under an elected Board of Supervisors, which establishes policy and sets assessment rates. Budgeted developer contributions and user fee revenues for fiscal year 2021 were established to provide for the operations of the district as well as the necessary debt service requirements.

Requests for Information

This financial report is designed to provide a general overview of the District's finances for all those with an interest in the government's finances. Questions concerning any of the information provided in this report or requests for additional financial information should be addressed to the PBR Community Development District’s management company at 3501 Quadrangle Blvd., Suite 270, Orlando, Florida 32817.

BASIC FINANCIAL STATEMENTS

STATEMENT OF NET POSITION SEPTEMBER 30, 2021

	Governmental
	Activities		
ASSETS		
Cash and cash equivalents	$	1,337,027	
Receivables, net	85,976	
Due from developer	11,820	
Prepaids	7,774	
Capital assets:		
Capital assets, not being depreciated	13,800,656	
Other capital assets, net of depreciation	3,668,115	
Total assets	$  18,911,368	
LIABILITIES		
Accounts payable and accrued liabilities	$	6,991	
Unearned revenue	8,403	
Accrued interest payable	328,646	
Noncurrent liabilities:		
Due within one year: Bonds and notes payable	
255,000	
Due in more than one year:		
Bonds and notes payable	18,553,579	
Total liabilities	$  19,152,619	
NET POSITION		
Net investment in capital assets	$	(1,339,808)	
Restricted for:		
Debt service	1,091,901	
Unrestricted	6,656	
Total net position	$	(241,251)	

The accompanying notes to financial statements are an integral part of this statement.

STATEMENT OF ACTIVITIES
FOR THE YEAR ENDED SEPTEMBER 30, 2021

Net (Expense) Revenue and Changes in
	Program Revenues		  Net Position  Operating	Capital
Charges for	Grants and	Grants and	Governmental
 Functions/Programs			Expenses	 	Services	  Contributions   Contributions  	Activities	

Governmental activities:

Investment earnings	7	
Change in net position	339,893	
Net position - beginning of year	(581,144)	
Net position - ending of year	$	(241,251)	

General government	$	293,691	$ 1,373,374	$	55,953	$	 -	$ 1,135,636 Interest on long-term debt		795,750		-			-		-		(795,750)
Total governmental activities	$ 1,089,441	$ 1,373,374	$	55,953	$	-	339,886 General revenues:

BALANCE SHEET GOVERNMENTAL FUNDS SEPTEMBER 30, 2021

	
General
	Fund			
Debt Service
	Fund			Total Governmental
	Funds		
ASSETS
Cash and cash equivalents	
$	2,456		
$  1,334,571		
$  1,337,027	
Receivables, net	-		85,976		85,976	
Due from developer	11,820		-		11,820	
Prepaid items	7,774		-		7,774	
Total assets	$	22,050		$  1,420,547		$  1,442,597	
LIABILITIES						
Accounts payable and accrued liabilities	$	6,991		$	-		$	6,991	
Unearned revenue	8,403		-		8,403	
Total liabilities	15,394		-		15,394	

FUND BALANCES						
Nonspendable:						
Prepaid items	7,774		-		7,774	
Restricted for:						
Debt service	-		1,420,547		1,420,547	
Unassigned	(1,118)		-		(1,118)	
Total fund balances	6,656		1,420,547		1,427,203	
Total liabilities and fund balances	$	22,050		$  1,420,547		$  1,442,597	

RECONCILIATION OF THE BALANCE SHEET OF GOVERNMENTAL FUNDS TO THE STATEMENT OF NET POSITION
SEPTEMBER 30, 2021

Fund balances - total governmental funds	$	1,427,203

Amounts reported for governmental activities in the statement of activities are different because:

Capital assets used in governmental activities are not financial resources and, therefore, are not reported in the funds
Total governmental capital assets Less: accumulated depreciation

19,914,181
(2,445,410)	17,468,771

Long-term liabilities, including bonds payable and notes payable, are not due and payable in the current period and, therefore, are not reported in the funds. These liabilities, deferred outflows, and other debt-related deferred charges consist of the following:
Bonds and notes payable	(18,808,579)
Accrued interest payable	(328,646)	(19,137,225)

Net position of governmental activities	$	(241,251)

STATEMENT OF REVENUES, EXPENDITURES AND CHANGES IN FUND BALANCE GOVERNMENTAL FUNDS
FOR THE YEAR ENDED SEPTEMBER 30, 2021

Revenues	
General
	Fund			
Debt Service
	Fund			Total Governmental
	Funds		
Developer contributions	$	55,953		$	-		$	55,953	
User fee revenue	-		1,373,374		1,373,374	
Miscellaneous	-		7		7	
Total revenues	55,953		1,373,381		1,429,334	
Expenditures
Current:
General government	

43,846		

-		

43,846	
Maintenance and operations Debt service:
Principal retirement	5,304

-		-

240,000		5,304

240,000	
Interest and fiscal charges	-		800,750		800,750	
Total expenditures	49,150		1,040,750		1,089,900	
Net change in fund balances	6,803		332,631		339,434	
Fund balances, beginning of year	(147)		1,087,916		1,087,769	
Fund balances, end of year	$	6,656		$  1,420,547		$  1,427,203	

RECONCILIATION OF THE STATEMENT OF REVENUES, EXPENDITURES, AND CHANGES IN FUND BALANCES OF GOVERNMENTAL FUNDS
TO THE STATEMENT OF ACTIVITIES FOR THE YEAR ENDED SEPTEMBER 30, 2021

Net change in fund balances - total governmental funds	$	339,434 Differences in amounts reported for governmental activities in the statement of activities are:
Governmental funds report capital outlays as expenditures. However, in the statement of activities, the cost of those assets is depreciated over their estimated useful lives.
Depreciation expense	(244,541)

Bond and loan proceeds are reported as financing sources in the governmental funds. However, the issuance of debt is reported as long-term debt payable in the statement of net position.
Repayment of bond and note principal is an expenditure in the governmental funds, but
the repayment of debt principal reduces long-term liabilities in the statement of net position. These amounts are as follows:
Principal repayment of general long-term debt	240,000

Under the modified accrual basis of accounting used in the governmental funds, expenditures are not recognized for transactions that are not normally paid with expendable available financial resources. In the statement of activities, however, which is presented on the accrual
basis, expenses and liabilities are reported regardless of when financial resources are available. In addition, interest on long-term debt is not recognized under the modified accrual basis of accounting until due, rather than as it accrues. These adjustments are as follows:
Change in accrued interest on long-term debt	5,000

Change in net position of governmental activities	$	339,893

Summary of Significant Accounting Policies:

The financial statements of the PBR Community Development District (the District), have been prepared in conformance with accounting principles generally accepted in the United States of America as applicable to governmental units. The Governmental Accounting Standards Board (GASB) is the accepted body for promulgating governmental accounting and financial reporting principles and the District has adopted the GASB Codification. The following is a summary of the District’s significant accounting policies:

Reporting entityThe PBR Community Development District was established on October 26, 2007, pursuant to the Uniform Community Development District Act of 1980, otherwise known as Chapter 190, Florida Statutes, by City of West Melbourne Ordinance 2007‐35. The Act provides, among other things, the power to manage basic services for community development, to borrow money and issue bonds, and to levy non‐ad valorem assessments for the financing and delivery of capital infrastructure.

The District was established for the purposes of financing and managing the acquisition, construction, maintenance, and operation of a portion of the infrastructure necessary for community development within the District.

The District is governed by a Board of Supervisors (the Board), which is comprised of five members. The Supervisors are elected on an at-large basis by the owners of the property within the District. The Board exercises all powers granted to the District pursuant to Chapter 190, Florida Statutes. Certain Board members are affiliated with West Melbourne Town Center, LLC (the Developer).

The Board has the final responsibility for allocating and levying assessments, approving budgets, exercising control over facilities and properties, controlling the use of funds generated by the District, approving the hiring and firing of key personnel, financing improvements, and other key matters of the District.

In evaluating how to define the government, for financial reporting purposes, management has considered all potential component units. The decision to include or exclude a potential component unit in the reporting entity was made by applying the criteria set forth by Generally Accepted Accounting Principles (GAAP) as defined by the Governmental Accounting Standards Board (GASB). Based on the foregoing criteria, no potential component units were found.

Government-wide and fund financial statementsThe government-wide financial statements (i.e., the statement of net position and the statement of changes in net position) report aggregated information for the overall government for all of the activities of the primary government. These statements do not report fiduciary funds or fiduciary component units such as retirement trust funds. Those activities are reported only in fund financial statements. The effect of interfund activity has been removed from these statements.

Governmental activities, which normally are supported by assessments, are reported separately from business-type activities, which are financed wholly or partially by fees charged to external parties for goods or services and are reported in enterprise funds. However, at September 30, 2021, the District did not have any significant business‐type activities. Therefore, no business‐type activities are reported.

The statement of activities demonstrates the degree to which the direct expenses of a given function or segment are offset by program revenues. Direct expenses are those that are clearly identifiable with a specific function or segment. Indirect costs are included in the program expense reported for individual functions and activities. Program revenues include (1) charges to customers or applicants who purchase, use, or directly benefit from goods, services, or privileges provided by a given function or segment and (2) grants and contributions that are restricted to meeting the operational or capital requirements of a particular function or segment. Assessments and other items not properly included as program revenues (i.e., charges to customers or applicants who purchase, use, or directly benefit from goods or services) are reported as general revenues.

Separate financial statements are provided for each governmental fund. Major individual governmental funds are reported as separate columns in the fund financial statements.

Measurement focus, basis of accounting, and financial statement presentationThe government-wide financial statements are reported using the economic resources measurement focus and the accrual basis of accounting. Revenues are recorded when earned and expenses are recorded when a liability is incurred, regardless of the timing of related cash flows. Assessments are recognized as revenues in the year for which they are levied. Grants and similar items are recognized as revenue as soon as all eligibility requirements imposed by the provider have been met.

Governmental fund financial statements are reported using the current financial resources measurement focus and the modified accrual basis of accounting. Revenues are recognized as soon as they are both measurable and available. Revenues are considered to be available when they are collectible within the current period or soon enough thereafter to pay liabilities of the current period. For this purpose, the District considers revenues to be available if they are collected within 60 days of the end of the current fiscal period except for grant revenues which are considered earned when expenditures are incurred. Expenditures generally are recorded when a liability is incurred, as under accrual accounting. However, debt service expenditures are recorded only when payment is due.

Developer contributions, user fee revenue, and interest associated with the current fiscal period are all considered to be susceptible to accrual and have been recognized as revenues of the current fiscal period. All other revenue items are considered to be measurable and available only when cash is received by the District. Certain grant funds have been received in advance and are considered unearned revenue until such time as they are expended as part of the infrastructure construction project.

The District reports the following major governmental funds:

General Fund-The General Fund is the principal fund of the District which accounts for all financial transactions not accounted for in other funds. The majority of current operating expenditures of the District are financed through revenues received by the General Fund.

Debt Service Fund-The Debt Service Fund is used to account for the accumulation of resources for the annual payment of principal and interest on long-term debt.

As a general rule, the effect of the District’s interfund activity has been eliminated from the government-wide financial statements.

Amounts reported as program revenues include 1) charges to customers for goods, services, or privileges provided, 2) operating grants and contributions, and 3) capital grants and contributions, including special assessments (when applicable). Internally dedicated resources are reported as general revenues rather than as program revenues. Likewise, general revenues include all taxes.

Budgets and budgetary accountingThe District is required to establish a budgetary system and an approved annual budget. Annual budgets are legally adopted on a basis consistent with GAAP for the General Fund. Any revision to the budget must be approved by the Board. The budgets are compared to actual expenditures. In instances where budgeted appropriations and estimated revenues have been revised during the year, budget data presented in the financial statements represent final authorization amounts. The legal level of control is at the fund level.

The District follows these procedures in establishing the budgetary data reflected in the financial statements:

Each year the District Manager submits to the District Board a proposed operating budget for the fiscal year commencing the following October 1.
A public hearing is conducted to obtain comments.
Prior to October 1, the budget is legally adopted by the District Board.
All budget changes must be approved by the District Board.
Budgets are adopted on a basis consistent with accounting principles generally accepted in the United States of America.

Deposits and investmentsThe District’s cash and cash equivalents are considered to be cash on hand, demand deposits, and short-term investments with original maturities of three months or less from the date of acquisition.

Prepaid itemsCertain payments to vendors reflect costs applicable to future accounting periods and are recorded as prepaid items in both government-wide and fund financial statements.

Capital assetsCapital assets, which include primarily infrastructure assets (e.g., roads, sidewalks, water management systems and similar items), are reported in the governmental activities column in the government-wide financial statements. Capital assets are defined by the District as assets with an initial/individual cost of more than $5,000 and an estimated useful life in excess of two years. Such assets are recorded at historical cost and estimated historical cost if purchased or constructed. Donated assets are recorded at acquisition value at the date of donation.

The costs of normal maintenance and repairs that do not add to the value of the asset or materially extend asset lives are not capitalized. Major outlays for capital assets and improvements are capitalized as projects are constructed.
Capital assets of the primary government are depreciated using the straight‐line method over the
estimated useful lives. Estimated useful lives for financial reporting purposes are as follows:
Assets	Years
Infrastructure	25 years

In the governmental fund financial statements, amounts incurred for the acquisition of capital assets are reported as fund expenditures. Depreciation expense is not reported in the governmental fund financial statements.

Long-term obligationsIn the government-wide financial statements, long-term debt and other long-term obligations are reported as liabilities in the statement of net position. Original issue bond premiums and discounts are deferred and amortized over the life of the bonds using the straight-line or effective interest method. Bonds payable are reported net of the applicable bond premium or discount. In the fund financial statements, governmental fund types recognize premiums and discounts, during the current period. The face amount of debt issued is reported as other financing sources. Premiums received on debt issuance are reported as other financing uses. Issuance costs, whether or not withheld from the actual debt proceeds received, are reported as debt service expenditures.

Fund equityIn the fund financial statements, governmental funds report fund balance classifications that comprise a hierarchy based primarily on the extent to which the District is bound to honor constraints on the specific purposes for which amounts in those funds can be spent. Those classifications are as follows:

Nonspendable – The nonspendable fund balance classification includes amounts that cannot be spent because they are either (a) not in spendable form or (b) legally or contractually required to be maintained intact.

Restricted – Fund balance is reported as restricted when constraints placed on the use of resources are either externally imposed by creditors (such as through debt covenants), grantors, contributors, or laws or regulations of other governments or imposed by law through constitutional provisions or enabling legislation (i.e., when the government assesses, levies, charges, or otherwise mandates payment of resources (from external resource providers) and includes a legally enforceable requirement that those resources be used only for the specific purposes stipulated in the legislation

Committed – Fund balance amounts that can only be used for specific purposes pursuant to constraints imposed by ordinance of the District Board are reported as committed fund balance.

Assigned – Fund balance amounts that are constrained by the government's intent to be used for specific purposes, but are neither restricted nor committed, are reported as assigned fund balance, except for stabilization arrangements.

Unassigned – Unassigned fund balance is the residual classification for the general fund. This classification represents fund balance that has not been assigned to other funds and that has not been restricted, committed, or assigned to specific purposes within the general fund.

When both restricted and unrestricted resources are available for use, it is the District’s policy to use restricted resources first, then unrestricted resources as they are needed. When committed, assigned, or unassigned resources are available for use in the governmental fund financial statements, it is the government’s policy to use committed resources first, followed by assigned resources, then unassigned resources as needed.

Net position flow assumptionSometimes the District will fund outlays for a particular purpose from both restricted and unrestricted resources. In order to determine amounts reported as restricted and unrestricted net position, it is the District’s policy to consider restricted net position to have been used before unrestricted net position is applied.

Impact feesThe District has not adopted any ordinances or resolutions to levy impact fees in accordance with Section 163.31801, Florida Statutes.

Use of estimatesManagement uses estimates and assumptions in preparing financial statements in accordance with generally accepted accounting principles. Those estimates and assumptions affect the reported amounts of assets and liabilities, the disclosure of contingent assets and liabilities, and the reported revenue and expenses. Actual results could vary from the estimates assumed in preparing the financial statements.

Reconciliation of Government-Wide and Fund Financial Statements:

Explanation of certain differences between the governmental fund balance sheet and the government-wide statement of net positionFollowing the governmental fund balance sheet is a reconciliation between fund balance – total governmental funds and net position – governmental activities as reported in the government-wide statement of net position. A detailed explanation of these differences is provided in this reconciliation.

Explanation of certain differences between the governmental fund statement of revenues, expenditures, and changes in fund balances and the government-wide statement of activities Following the governmental fund statement of revenues, expenditures, and changes in fund balances, there is a reconciliation between net changes in fund balances - total governmental funds and changes in net position of governmental activities as reported in the government-wide statement of activities. A detailed explanation of these differences is provided in this reconciliation.

Deposits and Investments:

The District’s cash and cash equivalents consist of legally authorized demand deposits in accordance with Section 218.415, Florida Statutes. The institutions in which these deposits are kept are certified as Qualified Public Depositories under the Florida Public Deposits Act. Therefore, in addition to applicable Federal Depository Insurance Corporation (FDIC) insurance, these balances on deposit at September 30, 2021, are insured or collateralized through the Bureau of Collateral Management, Florida Department of Financial Services. The District was exposed to no significant custodial credit or other risk related to its cash and investment activities.

Capital Assets:
Capital asset activity for the fiscal year ended September 30, 2021, is as follows:

Beginning
Balance	Increases	Decreases

Ending Balance

Governmental activities:
Capital assets, not being depreciated 		
Land
Capital assets, being depreciated 
Infrastructure	 $	13,800,656

6,113,525		 $	-	

-		 $	-	

-		 $ 13,800,656

6,113,525	
Less accumulated depreciation for								
Infrastructure		(2,200,869)		(244,541)		-			(2,445,410)	
Total capital assets, being depreciated, net		3,912,656		(244,541	) 	-			3,668,115	
Governmental activities capital assets, net	 $	17,713,312	 $	(244,541	)  $	-		 $	17,468,771	

Depreciation expense of $244,541 was charged to the general government function on the statement of activities.

Long-Term Liabilities:
Long-term liability activity for the year ended September 30, 2021, was as follows:
Beginning
Balance	Additions	Deletions

Ending Balance

Due Within One Year

Governmental activities:

Series 2016A	$ 11,145,000	$	-	$	(190,000)	$ 10,955,000	$	200,000	
Series 2016B	4,870,000	-	(50,000)	4,820,000	55,000	
Deferred Obligation		3,033,579		-	 	-			3,033,579		-		
Governmental activities –	$ 19,048,579	$	-	$	(240,000)	$ 18,808,579	$	255,000	

Bonds payable:

Total long-term liabilities

Bonds and notes payable in the District’s governmental activities at September 30, 2021, were comprised of the following obligations:

Series 2016A Capital Improvement Bond, was issued to fund the remaining outstanding balance of the Series 2010 Note, due in payments of principal plus interest at 5.00% semi-annually on May 1 and November 1 of each year
until final maturity on May 1, 2048. Pledged by User Fee revenues.	$ 10,955,000
Series 2016B Capital Improvement Bond, was issued to fund the remaining outstanding balance of the Series 2010 Note, due in payments of principal plus interest at 5.00% semi-annually on May 1 and November 1 of each
year until final maturity on May 1, 2056. Pledged by User Fee revenues.	4,820,000

Total capital improvement bonds

 $ 15,775,000

Annual debt service requirements to maturity for the District’s governmental activities bonds and notes payable are as follows:
Year Ending	  Capital Improvement Bonds	  September 30,		Principal	Interest		Total
2022		$	255,000		$	788,750		$	1,043,750	
2023		265,000		776,000		1,041,000	
2024		280,000		762,750		1,042,750	
2025		290,000		748,750		1,038,750	
2026		310,000		734,250		1,044,250	
2027-2031		1,790,000		3,423,500		5,213,500	
2032-2036		2,285,000		2,929,500		5,214,500	
2037-2041		2,910,000		2,298,250		5,208,250	
2042-2046		3,720,000		1,494,000		5,214,000	
2047-2051		2,395,000		579,250		2,974,250	
2052-2056		1,275,000		197,750		1,472,750	

Total

	$15,775,000	  $  14,732,750   $	30,507,750

Certain costs advanced by the Developer for capital improvements exceeded the original principal amount of the Series 2010 Note. The difference is evidenced by a non-interest-bearing Deferred Obligation payable from excess user fee revenues as they are available. At September 30, 2021, the balance of this deferred obligation totaled $3,033,579.

Long-Term Liabilities: (Continued)

In general, an event of default will occur if the District fails to make a payment of principal and interest when such amounts are due and payable or if the District fails to punctually perform any of the material covenants, conditions, agreements and provisions contained in a debt indenture. In the event of default, the bond or noteholders shall be entitled to sue for, enforce payment for, and receive any and all amounts due from the District for principal and interest.

Risk Management:

The District is exposed to various risks of loss related to torts; theft of, damage to, and destruction of assets; errors and omissions; injuries to employees; and natural disasters, all of which is satisfactorily insured by limited risk, high deductible commercial general liability insurance. Commercial insurance policies are also obtained for other risks of loss, including employee health and accident insurance. Settled claims resulting from these risks have not exceeded commercial insurance coverage in any of the past three years.

Management Company:

The District has contracted with a management company to perform management advisory services, which include financial and accounting advisory services. Certain employees of the management company also serve as officers (Board appointed non‐voting positions) of the District. Under the agreement, the District compensates the management company for management, accounting, financial reporting, and other administrative costs. For the period ended September 30, 2021, the District paid the management company $30,000 and had a payable to the management company for $5,054 at year end.

Related Party Transactions:

The Developer contributed $55,953 during the year for operations and maintenance costs in connection with an agreement to fund certain expenditures as they are incurred. Approximately $11,820 is due from the Developer at September 30, 2021. In addition, as detailed in Note (5), the District has a remaining Deferred Obligation payable to the Developer in the amount of $3,033,579.

A significant portion of the District’s activity is dependent upon the continued involvement of the Developer, West Melbourne Town Center, LLC, the loss of which could have a material adverse effect on the District’s operations.

Commitments and Contingencies:

During the year ended September 30, 2021, local, U.S., and world governments have encouraged self- isolation to curtail the spread of the global pandemic, coronavirus disease (COVID-19), by mandating temporary work stoppage in many sectors and imposing limitations on travel and size and duration of group meetings. Most industries are experiencing disruption to business operations and the impact of reduced consumer spending. There is unprecedented uncertainty surrounding the duration of the pandemic, its potential economic ramifications, and any government actions to mitigate them. Accordingly, while management cannot quantify the financial and other impact to the District as of June 24, 2022, management believes that an impact on the entity's net position and results of future operations is reasonably possible.

REQUIRED SUPPLEMENTARY INFORMATION

PBR COMMUNITY DEVELOPMENT DISTRICT
SCHEDULE OF REVENUES, EXPENDITURES AND CHANGES IN FUND BALANCE BUDGET AND ACTUAL - GENERAL FUND
FOR THE YEAR ENDED SEPTEMBER 30, 2021

Revenues

Budgeted Amounts

	Original	 	Final	

	Actual	

Variance with Final Budget - Positive
	(Negative)	

Developer contributions

$	88,200	$	88,200	$

55,953

$	(32,247)

Expenditures
Current:
General government	88,200		88,200		49,150		(39,050)	
Net change in fund balances	-		-		6,803		(71,297)	
Fund balances, beginning of year	(147)		(147)		(147)		-	
Fund balances, end of year	$	(147)		$	(147)		$	6,656		$	(71,297)	

The accompanying notes to financial statements are an integral part of this schedule.

- 22 -

OTHER REPORTS

INDEPENDENT AUDITORS’ REPORT ON INTERNAL CONTROL OVER FINANCIAL REPORTING AND ON COMPLIANCE AND OTHER MATTERS BASED ON AN AUDIT OF FINANCIAL STATEMENTS PERFORMED IN ACCORDANCE WITH GOVERNMENT AUDITING STANDARDS

To the Board of Supervisors,
PBR Community Development District:

We have audited, in accordance with auditing standards generally accepted in the United States of America and the standards applicable to the financial audits contained in Government Auditing Standards issued by the Comptroller General of the United States, the financial statements of the governmental activities and each major fund of the PBR Community Development District (the District), as of and for the year ended September 30, 2021, and the related notes to the financial statements, which collectively comprise the District’s basic financial statements and have issued our report thereon dated June 24, 2022.

Internal Control over Financial Reporting

In planning and performing our audit of the financial statements, we considered the District's internal control over financial reporting (internal control) as a basis for designing audit procedures that are appropriate in the circumstances for the purpose of expressing our opinions on the financial statements, but not for the purpose of expressing an opinion on the effectiveness of the District’s internal control. Accordingly, we do not express an opinion on the effectiveness of the District’s internal control.

A deficiency in internal control exists when the design or operation of a control does not allow management or employees in the normal course of performing their assigned functions, to prevent, or detect and correct misstatements on a timely basis. A material weakness is a deficiency, or a combination of deficiencies, in internal control, such that there is a reasonable possibility that a material misstatement of the entity's financial statements will not be prevented, or detected and corrected on a timely basis. A significant deficiency is a deficiency, or a combination of deficiencies, in internal control that is less severe than a material weakness, yet important enough to merit attention by those charged with governance.

Our consideration of internal control over financial reporting was for the limited purpose described in the first paragraph of this section and was not designed to identify all deficiencies in internal control that might be material weaknesses or significant deficiencies. Given these limitations, during our audit we did not identify any deficiencies in internal control that we consider to be material weaknesses. However, material weaknesses may exist that have not been identified.

Compliance and Other Matters

As part of obtaining reasonable assurance about whether the District's financial statements are free of material misstatement, we performed tests of its compliance with certain provisions of laws, regulations, contracts, and grant agreements, noncompliance with which could have a direct and material effect on the financial statements. However, providing an opinion on compliance with those provisions was not an objective of our audit and, accordingly, we do not express such an opinion. The results of our tests disclosed no instances of noncompliance or other matters that are required to be reported under Government Auditing Standards.

Purpose of this Report

The purpose of this report is solely to describe the scope of our 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. This report is an integral part of an audit performed in accordance with Government Auditing Standards in considering the entity’s internal control and compliance. Accordingly, this communication is not suitable for any other purpose.

Daytona Beach, Florida June 24, 2022

INDEPENDENT AUDITORS’ MANAGEMENT LETTER REQUIRED BY CHAPTER 10.550, RULES OF THE STATE OF FLORIDA OFFICE OF THE AUDITOR GENERAL

To the Board of Supervisors,
PBR Community Development District:

Report on the Financial Statements

We have audited the financial statements of the PBR Community Development District (the District), as of and for the fiscal year ended September 30, 2021, and have issued our report thereon dated, June 24, 2022.

Auditors’ Responsibility

We conducted our audit in accordance with auditing standards generally accepted in the United States of America; the standards applicable to financial audits contained in Government Auditing Standards, issued by the Comptroller General of the United States; and Chapter 10.550, Rules of the Florida Auditor General.

Other Reporting Requirements

We have issued our Independent Auditors’ Report on Internal Control over Financial Reporting and Compliance and Other Matters Based on an Audit of the Financial Statements Performed in Accordance with Government Auditing Standards; and Independent Accountant’s Report on an examination conducted in accordance with AICPA Professional Standards, AT-C Section 315, regarding compliance requirements in accordance with Chapter 10.550, Rules of the Auditor General. Disclosures in those reports, which are dated June 24, 2022, should be considered in conjunction with this management letter.

Prior Audit Findings

Section 10.554(1)(i)1., Rules of the Auditor General, requires that we determine whether or not corrective actions have been taken to address findings and recommendations made in the preceding annual financial audit report. There were no such findings and recommendations.

Official Title and Legal Authority

Section 10.554(1)(i)4., Rules of the Auditor General, requires that the name or official title and legal authority for the primary government and each component unit of the reporting entity be disclosed in this management letter, unless disclosed in the notes to the financial statements. The legal authority for the primary government of the reporting entity is disclosed in Note (1) of the basic financial statements.

Financial Condition and Management

Sections 10.554(1)(i)5.a. and 10.556(7), Rules of the Auditor General, require us to apply appropriate procedures and communicate the results of our determination as to whether or not the District has met one or more of the conditions described in Section 218.503(1), Florida Statutes, and identification of the specific condition(s) met. In connection with our audit, we determined that the District did not meet any of the conditions described in Section 218.503(1), Florida Statutes.

Pursuant to Sections 10.554(1)(i)5.b. and 10.556(8), Rules of the Auditor General, we applied financial condition assessment procedures for the District. It is management’s responsibility to monitor the District’s financial condition, and our financial condition assessment was based in part on representations made by management and review of financial information provided by same.

Section 10.554(1)(i)2., Rules of the Auditor General, requires that we communicate any recommendations to improve financial management. In connection with our audit, we did not have any such recommendations.

Special District Component Units

Section 10.554(1)(i)5.c., Rules of the Auditor General, requires, if appropriate, that we communicate the failure of a special district that is a component unit of a county, municipality, or special district, to provide the financial information necessary for proper reporting of the component unit within the audited financial statements of the county, municipality, or special district in accordance with Section 218.39(3)(b), Florida Statutes. In connection with our audit, we did not note any special district component units that failed to provide the necessary information for proper reporting in accordance with Section 218.39(3)(b), Florida Statutes.

Specific Special District Information – PBR Community Development District

The following items have been provided to us to comply with state reporting requirements and have not been audited by us. We did not audit the following information within this section, nor were we required to perform any procedures to verify the accuracy or the completeness of the information provided by management. We do not express an opinion, a conclusion, nor provide any form of assurance on this data.

As required by Section 218.39(3)(c), Florida Statutes, and Section 10.554(1)(i)6, Rules of the Auditor General, the PBR Community Development District reported the following unaudited data:

The total number of district employees compensated in the last pay period of the district’s fiscal year: 0.

The total number of independent contractors to whom nonemployee compensation was paid in the last month of the district’s fiscal year: 6.

All compensation earned by or awarded to employees, whether paid or accrued, regardless of contingency: $0.

All compensation earned by or awarded to nonemployee independent contractors, whether paid or accrued, regardless of contingency: $43,918.

Each construction project with a total cost of at least $65,000 approved by the district that is scheduled to begin on or after October 1 of the fiscal year being reported, together with the total expenditures for such project as:

No such projects noted.

A budget variance based on the budget adopted under Section 189.016(4), Florida Statutes, before the beginning of the fiscal year being reported if the district amends a final adopted budget under Section 189.016(6), Florida Statutes, as follows: there were no amendments between the original and final total district expenditure budget.

Additional Matters

Section 10.554(1)(i)3., Rules of the Auditor General, requires us to communicate noncompliance with provisions of contracts or grant agreements, or abuse, that have occurred, or are likely to have occurred, that have an effect on the financial statements that is less than material but warrants the attention of those charged with governance. In connection with our audit, we did not note any such findings.

Purpose of this Letter

Our management letter is intended solely for the information and use of the Legislative Auditing Committee, members of the Florida Senate and the Florida House of Representatives, the Florida Auditor General, Federal and other granting agencies, and applicable management and the Board of Supervisors, and is not intended to be and should not be used by anyone other than these specified parties.

Daytona Beach, Florida June 24, 2022

INDEPENDENT ACCOUNTANTS’ EXAMINATION REPORT

To the Board of Supervisors,
PBR Community Development District:

We have examined the PBR Community Development District’s (the District) compliance with Section 218.415, Florida Statutes, Local Government Investment Policies, for the year ended September 30, 2021. Management is responsible for the District’s compliance with those requirements. Our responsibility is to express an opinion on the District’s compliance based on our examination.

Our examination was conducted in accordance with attestation standards established by the American Institute of Certified Public Accountants. Those standards require that we plan and perform the examination to obtain reasonable assurance about whether the District complied with Section 218.415, Florida Statutes, Local Government Investment Policies, for the year ended September 30, 2021, in all material respects. An examination involves performing procedures to obtain evidence about the District’s compliance with those requirements. The nature, timing, and extent of the procedures selected depend on our judgment, including an assessment of risks of material noncompliance with those requirements, whether due to fraud or error. We believe that the evidence we obtained is sufficient and appropriate to provide a reasonable basis for our opinion.

In our opinion, the District complied, in all material respects, with the aforementioned requirements for the year ended September 30, 2021.

Daytona Beach, Florida	  June 24, 2022

PBR
COMMUNITY DEVELOPMENT DISTRICT

Funding Request Nos. 167 - 172

1	VGlobalTech
Quarterly audit	
3735		
$	300.00	
May website maintenance	3890		$	110.00	
2	Cobb Cole PA
District Counsel	
22411		
$	187.50	
		TOTAL	$	597.50	

CHECK AMOUNT REQUESTED

Secretary / Asst. Secretary

Chair / Vice Chairman

ecretarycretary // Asst.Asst. SSecretaryecretary

April website maintenance	3811	$	110.00	
2	PFM Group Consulting, LLC
DM fees - May	
DM-05-2022-40	
$	2,500.00	
DM fees - June	DM-06-2022-37	$	2,500.00	
April postage	OE-EXP-05-042	$	1.59	
3	James Moore
Audit Fees FY21	
754110	
$	1,450.00	
	TOTAL	$	6,561.59	
	
CHECK AMOUNT REQUESTED		

S

Chair / Vice Chairma

1	LTG, Inc
Meeting	
2022-0885	
$	200.00	
2	Robert H Pierro, PE
Stormwater inspection & analysis	
2022.06.27	
$	6,000.00	
3	Florida Today
Legal ad	
4677680	
$	213.81	
4	PFM Group Consulting, LLC
May postage	
Oe-EXP-06-0037	
$	1.06	

TOTAL	$	6,414.87

CHECK AMOUNT REQUESTED

Secretary / Asst. Secretary	Chair / Vice Chairman

Monthly Website Fee	3979		$	110.00	
Monthly Website Fee	4109		$	110.00	
Quarterly ADA Fee	4027		$	300.00	
		TOTAL	$	520.00	

a

CHECK AMOUNT REQUESTED

Chai / Vice Chairman

1	Board Member Fees for 05/10/22 Mtg
Sans Lassiter		
$	200.00	
Shari Jackson	--	$	200.00	
Kristina Circelli		$	200.00	
Vinny Lacerenza	--	$	200.00	
2	Cobb Cole
Legal Svcs Jun 2022	
24595	
$	298.00	
3	Florida Today			
Legal Ad 06/2/2022	4752491	$	213.81	
4	PFM Group Consulting, LLC			
District Management July 2022	DM-07-2022-37	$	2,500.00	
Postage June 2022	OE-EXP-07-00034	$	2.12	
TOTAL	$	3,813.93	

CHECK AMOUNT REQUESTED

Chair / Vice Chairman

1	FMIT
FY21 General Liability Coverage	
INV-36301-F4Y7	
$	6,255.00	
2	PFM Group Consulting, LLC
Postage July 2022	
OE-EXP-08-2022-28	
$	12.80	
3	VGlobalTech
Monthly Website Fee	
4189	
$	110.00	
	TOTAL	$	6,377.80	
	
CHECK AMOUNT REQUESTED	
$	6,377.80	

Chair / Vice Chairman

PBR
COMMUNITY DEVELOPMENT DISTRICT

Monthly Financial Statements

Statement of Financial Position As of 7/31/2022

General	Debt Service Fund		Fund

Construction Fund

General Fixed	Long Term
Assets Group	Debt Group

Total

	Assets		
Current Assets					
General Checking Account	$ 1,569.26						$	1,569.26	
Accounts Receivable - Due from Developer	10,748.80						10,748.80	
Debt Service Reserve Series 2016			$ 325,575.44				325,575.44	
Revenue Account Series 2016			202,952.82				202,952.82	
Interest Account Series 2016			776,549.92				776,549.92	
Sinking Fund Series 2016			265,121.57		
 	 		265,121.57	
Total Current Assets	$12,318.06		$1,570,199.75		$	-	$	-	$	-		$ 1,582,517.81	

Investments

Amount Available in Debt Service Funds			$ 1,570,199.75		$ 1,570,199.75	
Amount To Be Provided	
 	  			13,949,800.25		13,949,800.25	
Total Investments	$	-	$	-	$	-	$	-		$15,520,000.00		$15,520,000.00	

Property, Plant & Equipment		
Other Fixed Assets (2008)			$ 2,721,688.00				$ 2,721,688.00	
Other Fixed Assets (2009)	
 	 		16,370,798.00				16,370,798.00	
Total Property, Plant & Equipment	$	-	$	-	$	-		$19,092,486.00		$	-		$19,092,486.00	

Total Assets	$12,318.06	$1,570,199.75	$	-	$19,092,486.00	$15,520,000.00	$36,195,003.81

Liabilities and Net Assets

Current Liabilities
Accounts Payable	
$ 3,613.93		
$	3,613.93	
Deferred Revenue	10,748.80		10,748.80	
Total Current Liabilities	$14,362.73		  	  
$	-	$	-	$	-	$	-	$	14,362.73	

Long Term Liabilities				
Bond Payable			
  			$15,520,000.00		$15,520,000.00	
Total Long Term Liabilities	$	-		$	-	$	-	$	-		$15,520,000.00		$15,520,000.00	
Total Liabilities	$14,362.73		  	
$	-	$	-	$	-		$15,520,000.00		$15,534,362.73	

Net Assets
Net Assets, Unrestricted	

$ (5,009.56)		  					

$	(5,009.56)	
Net Assets - General Government	11,665.72						11,665.72	
Current Year Net Assets - General Government	(8,700.83)						(8,700.83)	
Net Assets, Unrestricted			$1,427,047.38				1,427,047.38	
Current Year Net Assets, Unrestricted			149,652.37				149,652.37	

Net Assets - General Government			
(6,500.00)								
(6,500.00)	
Net Assets, Unrestricted					$	(728.78)						(728.78)	
Net Assets, Unrestricted					(1,257.99)						(1,257.99)	
Net Assets - General Government					1,986.77						1,986.77	
Net Assets, Invd in Capital, Net of Debt							$19,092,486.00				19,092,486.00	
Total Net Assets	$ (2,044.67)		$1,570,199.75		$	-		$19,092,486.00		$	-		$20,660,641.08	

Total Liabilities and Net Assets	$12,318.06	$1,570,199.75	$	-	$19,092,486.00	$15,520,000.00	$36,195,003.81

PBR Community Development District
Statement of Activities As of 7/31/2022

General	Debt Service	Construction	General Fixed	Long Term	
Fund	Fund	Fund	Assets Group	Debt Group	

Total

Revenues

Developer Contributions	$ 41,836.25						$	41,836.25	
User Fee Revenue			$1,192,239.38		
  		1,192,239.38	
Total Revenues	$ 41,836.25		$1,192,239.38		$	-	$	-	$	-		$ 1,234,075.63	

Expenses

Supervisor Fees	$	600.00						$	600.00	
Trustee Services	4,557.00						4,557.00	
Management	25,000.00						25,000.00	
Engineering	3,200.00						3,200.00	
District Counsel	516.50						516.50	
Audit	5,450.00						5,450.00	
Postage & Shipping	16.10						16.10	
Legal Advertising	623.48						623.48	
Web Site Maintenance	1,950.00						1,950.00	
Dues, Licenses, and Fees	175.00						175.00	
Stormwater Management Maintenance	3,000.00						3,000.00	
General Insurance	5,449.00						5,449.00	
Principal Payments - 2016 Bond			$ 255,000.00				255,000.00	
Interest Payments - 2016 Bond			788,750.00		
  		788,750.00	
Total Expenses	$ 50,537.08		$1,043,750.00		$	-	$	-	$	-		$ 1,094,287.08	

Other Revenues (Expenses) & Gains (Losses)

Interest Income Dividends

$	1,158.62
4.37

$	1,158.62
4.37

 		   
Total Other Revenues (Expenses) & Gains (Losses)	$	-	$	1,162.99	$	-	$	-	$	-	$	1,162.99

Change In Net Assets	$ (8,700.83)	$ 149,652.37	$	-	$	-	$	-	$  140,951.54

Net Assets At Beginning Of Year	$  6,656.16		$1,420,547.38		$	-		$19,092,486.00		$	-		$20,519,689.54	

Net Assets At End Of Year	
$ (2,044.67)		
$1,570,199.75		
$	-		
$19,092,486.00		
$	-		
$20,660,641.08	

Page1 of 1

Budget to Actual
For the Month Ending 7/31/2022

Year To Date
FY 2022
Actual	Budget	Variance	Adopted
Budget

Revenues

Developer Contributions	$41,836.25		$73,500.00		$ (31,663.75)		$	88,200.00	
Net Revenues	$41,836.25		$73,500.00		$ (31,663.75)		$	88,200.00	

General & Administrative Expenses

Supervisor Fees	$	600.00		$ 2,000.00		$  (1,400.00)		$	2,400.00	
Trustee Services	4,557.00		3,000.00		1,557.00		3,600.00	
Management	25,000.00		25,000.00		-		30,000.00	
Engineering	3,200.00		4,583.30		(1,383.30)		5,500.00	
District Counsel	516.50		20,833.30		(20,316.80)		25,000.00	
Audit	5,450.00		4,583.30		866.70		5,500.00	
Travel and Per Diem	-		83.30		(83.30)		100.00	
Telephone	-		20.80		(20.80)		25.00	
Postage & Shipping	16.10		83.30		(67.20)		100.00	
Copies	-		83.30		(83.30)		100.00	
Legal Advertising	623.48		1,666.70		(1,043.22)		2,000.00	
Bank Fees	-		208.30		(208.30)		250.00	
Contingency	-		208.60		(208.60)		250.00	
Web Site Maintenance	1,950.00		2,250.00		(300.00)		2,700.00	
Dues, Licenses, and Fees	175.00		145.80		29.20		175.00	
Stormwater Management Maintenance	3,000.00		4,000.00		(1,000.00)		4,800.00	
General Insurance	5,449.00		4,750.00		699.00		5,700.00	
Total General & Administrative Expenses	$50,537.08		$73,500.00		$ (22,962.92)		$	88,200.00	
Total Expenses	 $50,537.08 		 $73,500.00 		 $ (22,962.92)		 $	88,200.00 	
Net Income (Loss)	$ (8,700.83)		$	-		$  (8,700.83)		$	-