Midtown Improvement District
3501 Quadrangle Boulevard, Suite 270, Orlando, FL 32817; Phone: 407-723-5900

The following is the proposed agenda for the upcoming Meeting of the Board of Supervisors for the Midtown Improvement District (“District”), scheduled to be held at 3:30 p.m. on Tuesday, February 15, 2022 at Courtyard Orlando Lake Nona, 6955 Lake Nona Blvd., Orlando, FL 32827. A quorum will be confirmed prior to the start of the meeting.

District Staff, please use the following information to join via the computer or the conference line: Phone: 1-844-621-3956	Computer: pfmgroup.webex.com Participant Code: 796 580 192#
AUDITOR SELECTION COMMITTEE MEETING AGENDA

Roll Call to Confirm Quorum
Public Comment Period
Review of Auditing Services Proposals
Carr, Riggs & Ingram
Grau & Associates
Ranking of Auditing Services Proposals
Adjournment

BOARD OF SUPERVISORS’ MEETING AGENDA

Organizational Matters
Roll Call to Confirm Quorum
Public Comment Period
Consideration of the Minutes of the January 18, 2022 Auditor Selection Committee Meeting
Consideration of the Minutes of the January 18, 2022 Board of Supervisors’ Meeting

Business Matters
Review of Auditor Selection Committee Rankings & Selection of Auditor
Consideration of RFP for District Landscaping and Common Area Maintenance
Consideration of Property Appraiser Agreement (provided under separate cover)
Ratification of Payment Authorization Nos. 022 – 025
Ratification of Funding Request Nos. 008 & 012
Recommendation of Work Authorization/Proposed Services (if applicable)
Review of District’s Financials

Other Business
Staff Reports
District Counsel
District Manager
District Engineer
Construction Supervisor
Landscape Supervisor

Irrigation Supervisor
Supervisor Requests

Adjournment

Midtown Improvement District

Auditing Services Proposals

Midtown Improvement District

Carr, Riggs & Ingram

Professional Services Proposal for
Midtown Improvement District

February 11, 2022

Proposer
Carr, Riggs & Ingram CPAs and Advisors 500 Grand Blvd., Suite 210
Miramar Beach, FL 32550 Phone: 850.837.3141
Fax: 850.654.4619

Submitted by
K. Alan Jowers Engagement Partner AJowers@CRlcpa.com

CARR1,

CRI

RIGGS &
INGRAM
CPAs and Advisors
CRlcpa.com

-

■

c-.1	■

Dear Midtown Improvement District:

Carr, Riggs & Ingram, LLC (CRI) appreciates the opportunity to propose on auditing services to Midtown Improvement District. We are genuinely excited about the prospect of serving you and establishing a long-term relationship. We pride ourselves on
getting to know our clients and illuminating solutions by providing innovative ideas to move them from compliance to providing
r"	them a competitive advantage.

Investment in You. We believe in developing long-term, mutually beneficial relationships and quickly demonstrating value with a fee structure and service solutions that provide immediate and continued savings. Our investment starts on "Day 1" as your assigned team begins with our proven, streamlined process that minimizes your time and disruption during the service provider change and continues throughout the relationship.

I.		Dedicated Team. CRl's team consists of more than 1,900 professionals, which allows us to tailor your service team by aligning their industry, service, and specialty skills with your needs. Our dedicated teams deliver the highest level of business acumen and knowledge to your organization; our commitment to consistent staffing allows you to maximize savings and remain focused on your needs.

Equilibrium. CRI delivers big firm expertise with small firm service. Of approximately 45,000 public accountin'g firms in the United States, CRI currently ranks in the top 25. Additionally, as a part of PrimeGlobal, an association of independent accounting firms, we have access to international resources as - and when - needed. Leveraging these resources while maintaining local decision-making authority means that simplified solutions are only a phone call away. And we believe that's the best of both worlds for our clients.

Active Partner Participation. Collectively, our partners deliver expertise derived from more than 7,500 years of business experience. With this level of talent, we thoughtfully choose a partner that aligns with your business' needs and industry. Our hands-on, working partners "show up" to convey our genuine commitment to your success. They strive to earn trusted advisor roles by digging in, proactively learning your business, and producing long-term value for you.

Simplified Solutions. While our 500+ cumulative partner certifications is an impressive statistic, success is measured by translating complex concepts into client solutions. While accounting is the language of business, we're here to decipher the jargon and help you make educated decisions. CRlnnovate embraces agility and invention.

Our CRI vSTAR™ process provides a transformational approach to client service by encompassing every service we offer in a completely virtual format. Regardless of physical location, our processes are designed to provide clients with increased efficiencies, reduced travel costs, and crisis-proofing for business functions.

We welcome the opportunity to demonstrate to you the same teamwork, expertise, innovation, and responsiveness that have made us one of the fastest growing public accounting firms in the United States. Again, we appreciate your consideration.

Sincerely,

..

K. Alan Jowers Engagement Partner
Carr, Riggs & Ingram, LLC

CARR, RIGGS & INGRAM	?	CRlcpa.com

TABLE OF CONTENTS	■■□

YOUR NEEDS
f-""	I UNDERSTANDING & MEETING YOUR NEEDS	4
YOUR SERVICES & FEES
YOUR SERVICES & FEES	5
YOUR CHOICE: CRI
FIRM PROFILE	6
GOVERNMENT CREDENTIALS	7
RELEVANT EXPERIENCE	8
YOUR SOLUTION TEAM	9
DELIVERING QUALITY TO YOU	13
WORKING TOGETHER: OVERVIEW
SHARING CRl'S VALUES WITH YOU	14
TRANSITIONING YOU	15
CRl'S GLOBAL RESOURCES	16
JOIN OUR CONVERSATION	17
WORKING TOGETHER: DETAILS
CRI AUDIT FRAMEWORK	18
CRI  AUDIT APPROACH	20
APPENDIX
APPENDIX A - RFP DOCUMENTS	22
I.

.

CARR, RIGGS & INGRAM
'

3	CRlcpa.com

r,

,....

UNDERSTANDING & MEETING YOUR NEEDS	■■

r...

r

,,--...

r-

From the RFP or during our recent visit with your team, we understood your team to express the following needs, requests, and/or issues. We've detailed our proposed solutions below and are happy to discuss other ·related projects as they arise and upon request.

NEEDS & ISSUES	SOLUTIONS & SERVICES

Technical

The District is required to have independent audits	Perform external audit services performed on its financial statements.	in accordance with auditing
standards generally accepted in the United States of America (GAAS}, in order to express an opinion on the Midtown Improvement District's financial
statements.

Relational

The District's Board of Supervisors and management expect open and
continuous communication with their CPA firm in
order to avoid surprise findings at the end of the audit.

Communicate contemporaneously and directly with
management regarding the
results of our procedures.

Anticipate and respond to concerns of
management and/or the Audit
Committee (if/when formed}.

-'

.'

f'>'

-

r·•

YOUR SERVICES AND FEES	■■
We value creating mutually rewarding, long-term relationships with our clients. Our goal is to provide high quality, responsive service that yields returns far greater than your investment in our professional fees. Please find below our proposal of fees to provide the requested services for the upcoming fiscal years.

CRI FEES	CRI FEES	CRI FEES	CRI FEES	CRI FEES	
2021	2022	2023	2024	2025	

SERVICE

Perform external audit services in accordance with auditing standards generally accepted in the United States of America (GAAS)	$6,000	$6,250	$6,500	$6,750	$7,000	

The above fee quote is based in part on the fact that the District has not yet issued bonds or other debt instruments to finance capital asset acquisition and construction. In the event the District issues such debt instruments or upon construction of major infrastructure additions, the audit fee will increase by an amount not to exceed $6,000 per year.

If Midtown Improvement Districtrequests additional services outside of this proposal, professional fee hourly rates are as follows, but may be negotiated depending on the project request:

CLASSIFICATION	HOURLY RATE	
Partner	$325	
Manager	$225	
Senior	$150	
Staff	$110	
IT Specialist	$400	
Fraud Specialist	$400	

Our professional fees are based on the key assumptions that Midtown Improvement District will: Ensure that the predecessor's work papers will be made available for timely review.
Make available documents and work papers for review at Midtown Improvement District's headquarters location, although we may choose to review at alternate locations.
Prepare certain schedules and analyses and provide supporting documents as requested.
Assist us in obtaining an understanding of the accounting systems of Midtown Improvement District. Not experience a significant change in business operations or financial reporting standards.

,..,.,

CRI FIRM PROFILE	■El
■

F	DIN 1997

10	iT

25+	K

n

r

-	1900+
PROFESSIONALS
G

Ill

300+
PARTNERS

SERVICES
Accounting & Auditing Advisory
Business Suµporl & Transactions Business Tax
Employee Bene[it Plans
Governance, Risk & Assurance Individual Tax & Planning

•

TOP 25 CPA FIRM
(as ranked by Accounting Today)

IT Audits & Assurance

INDUSTRY EXPERTISE
Captive Insurance
Construction Financial Institutions

100,000+

CLIENTS

CRI FIRM VALUES:
CLIENT SERVICE.
RESPECT.

1111
20+ YEARS
OF CONSISTENT GROWTH SINCE FORMATION

.J

"    •.r,·0·

A

..

, ..

,::
f}

Governments Healthcare
Institutional Real Estate Insurance
M;:rnufacturing & Distribulio11
Nonprofits

CRI FAMILY OF COMPANIES

Auditwerx
CRI Advanced Analytics CRI Capital Advisors
:t	CRI Solutions Group
If CRI TPA Services
/.,
1;,:,	Level Four Advisory Services

INTEGRITY.

-
UNYIELDING INTEGRITY

,;;, Paywerx
» Prefer red Legacy Trust

r

r--.

GOVERNMENT CREDENTIALS	■■

r

r

entities with annual revenues

Audit and Consulting Services tor
500+governmental

totaling $26 BiIIion

Governmental Partner Designations
Including: CPA, CGFM, CITP, CFE, CMA, CISA, CGEIT, CTGA, CFF, CGMA, and CGAP

CLIENTS WITH ANNUAL
REVENUES UP TO:

230+single audits performed annually
Consulting and other agreed upon

1 5 0+

procedures engagements for

government entities

Single Audit Resource Center's Award for Excellence in Knowledge, Value, and Overall Client Satisfaction

Member of AICPA's Government Audit Quality Center

80+ School Districts
$1.1 Billion
11O+ Municipalities
$1.8 Billion
75+ Agencies/Authorities
$3 Billion

r -

r -

l	

l. •

r

-:;,

RELEVANT EXPERIENCE	■■

CRI delivers a depth of resources that ensures our understanding of your challenges and innovative solutions for overcoming them. Our team's combined experience is derived from providing audit, tax, consulting, and accounting outsourcing services. We parlay this vast experience and derived best practices into proven solutions that benefit you. Below we share
r.·c-	specific, relevant client references; we encourage you to consult with them.

RELATIONSHIP	TIMELINE	SERVICE DESCRIPTION	RELEVANT POINTS TO CONSIDER	
Rizzetta & Company Shawn Wildermuth 3434 Colwell Avenue
Suite 200
Tampa, FL 33614
813.933.5571	2006 - Present	Annual Financial Statement Audits of Multiple CDDs	. Client service
. experience Responsiveness to
. client needs
.	Long-term  relationship
CDD management co.	
GMS, LLC
Dave DeNagy
14785 Old St. Augustine Road Suite 4
Jacksonville, FL 32258
904.288.9130	2006 - Present	Annual Financial Statement Audits of Multiple CDDs	Client service
.		experience Responsiveness to
. client needs
.	Long-term  relationship
CDD management co.	
Wrathell, Hunt & Associates, LLC
Jeffrey Pinder 2300 Glades Road Suite 410W
Boca Raton, FL 33431 561.571.0010	2006 - Present	Annual Financial Statement Audits of Multiple CDDs	.	Client service
.		experience Responsiveness to
. client needs
.	Long-term  relationship
CDD management co.	
PFM Group Consulting, LLC Jennifer Glasgow
12051 Corporate Blvd.
Orlando, FL 32817
407.382.3256	2007 -  Present	Annual Financial Statement Audits of Multiple CDDs	Client service
.	experience Responsiveness to
. client needs
.	Long-term relationship
CDD management co.	

r"'

..	CARR, RIGGS & INGRAM

CRlcpa.com
8

YOUR SOLUTION TEAM	■■

K. Alan Jowers
Engagement Partner
AJowers@CRlcpa.com 850.337.3213 I Direct

Representative Clients Santa Rosa County District School Board Okaloosa Gas District Santa Rosa Island Authority
Pasco County
Okaloosa County District School Board
Pinellas County School District
Celebration Community Development District Hammock Bay Community Development District
Amelia National Community Development District

Experience
Alan has over 25 years of experience in public accounting primarily with financial statement assurance engagements. His practice includes local governmental entities, condominium and homeowner associations, non-profit organizations, and nonpublic companies. He currently has direct engagement responsibility for a significant number of audits throughout the state of Florida.

Alan is licensed to practice as a certified public accountant in Florida and Georgia. He is a member of the Board of Directors of the Florida Institute of Certified Public Accountants (FICPA), has been an active member of the FICPA's State and Local Governmental Committee, and is a past chair of its Common Interest Realty Association Committee. He is also active in the Panhandle Chapter of the Florida Governmental Finance Officers Association (FGFOA) and is a former member of the FGFOA's statewide Technlcal Resource Committee.

Education, Licenses & Certifications
Masters of Accountancy, University of Alabama BS, Accounting, Florida State University Certified Public Accountant

Professional Affiliations
American Institute of Certified Public Accountants (AICPA)
Florida Institute of Certified Public Accountants (FICPA) - member of the Board of Governors
Governmental Finance Officers Association (GFOA)
Florida Governmental Finance Officers Association (FGFOA)

CARR, RIGGS & INGRAM	9	CRlcpa.com

n

YOUR SOLUTION TEAM	■■

Jonathan Hartness
Consulting Partner
JHartness@CRlcpa.com 850.337.3569 I Direct

Representative Clients Community Development Districts
Condominium and Homeowner Associations

Experience
Jonathan has over 12 years of auditing and accounting experience with CRI. He is responsible for audits, reviews and compilations of local governmental entities, condominium and homeowner associations, and non-public companies.

Jonathan is licensed to practice as a Certified Public Accountant in Florida. He is a member of the American Institute of Certified Public Accountants and the Florida Institute of Certified Public Accountants. He exceeds all continuing professional education requirements related to Government Auditing Standards.

Jonathan currently supervises engagements for many governmental entities in the State of Florida including community development districts. He is active in our firm's governmental industry line as well as our condominium and homeowner association practice. Jonathan is an Integral part of our community development district practice.

Education, Licenses & Certifications
MAcc, Accounting, University of West Florida Certified Public Accountant
Community Association Manager (CAM), Licensed in Florida

Professional Affiliations
American Institute of Certified Public Accountants (AICPA) Florida Institute of Certified Public Accountants (FICPA)

' .

f"	YOUR SOLUTION TEAM	■■
Grace Hartness
Senior Manager

GHartness@CRlcpa.com 850.337.3243 I Direct

Representative Clients Community Development Districts
Condominium and Homeowner Associations Utility Services
School Districts County and Local Governments
Non-Profit Organizations

Experience
Grace has over 12 years accounting and audit experience with CRI. She has worked on several major construction companies, government entities, community development districts, condominium and homeowner associations and non-profit organizations. In addition, she has been involved in special audit projects for the Miami-Dade Airport Authority. Grace is licensed to practice as a certified public accountant in Florida and exceeds all continuing professional education requirements related to Government Auditing Standards. In addition, Grace fluently speaks several languages including French and Arabic. Grace currently supervises engagements for many special districts in the State of Florida including community development districts and school districts. She is active in our firm's condominium and homeowner association practice. Grace started with CRI in August 2006, upon completion of her master's degree, and was promoted to manager in 2011.

Education, Licenses & Certifications
MAcc, Accounting, University of West Florida Certified Public Accountant
Community Association Manager (CAM), Licensed in Florida

Professional Affiliations
American Institute of Certified Public Accountants (AICPA) Florida Institute of Certified Public Accountants (FICPA) Accounting & Financial Women's Alliance (AFWA)

If'

YOUR SOLUTION TEAM	■■

Lauren Villarreal
Manager
l Villarreal@C Rlcpa.com 850.337.3223 I Direct

Representative Service Areas Community Development Districts
Condominium and Homeowner Associations Employee Benefit Plans County and Local Governments
Non-Profit Organizations

Experience
Lauren has five years auditing and accounting experience in the Destin office of CRI. She is an audit supervising senior with primary responsibility for fieldwork and reporting on audits of clients in a variety of industries including local governmental and non-profit entities as well as employee benefit plans and commercial businesses. She is currently the in-charge auditor for over a dozen community development districts with several COD management companies in the State of Florida.

Lauren is licensed to practice as a Certified Public Accountant in Florida. She is a member of the American Institute of Certified Public Accountants and the Florida Institute of Certified Public Accountants. She exceeds all continuing professional education requirements related to Government Auditing Standards.

Lauren currently supervises engagements for many governmental entities in the State of Florida including community development districts and other special governments. She is active in our firm's governmental industry line as well as the condominium and homeowner association practice. In addition, Lauren has accumulated experience in Federal and Florida Single Audit Acts compliance monitoring and auditing. Lauren has performed several single audits of federal grants under 0MB Circular A-133.

Education, Licenses & Certifications
BS, Accounting, Florida State University
BS, Business Administration, Florida State University Certified Public Accountant
Community Association Manager (CAM), Licensed in Florida

Professional Affiliations
American Institute of Certified Public Accountants (AICPA) Florida Institute of Certified Public Accountants (FICPA)

DELIVERING QUALITY TO YOU	■■■

AUDIT METHODOLOGY
Our audit, tax, consulting, and client accounting services documentation is maintained electronically. Compliance with our methodology is regularly reviewed and evaluated as part of our internal quality program, which is further discussed in this section under INTERNAL QUALITY CONTROL REVIEWS AND EXTERNAL REVIEWS. Comprehensive policies and procedures governing all of our practices and addressing professional and regulatory standards and implementation issues are constantly updated   for new professional   developments   and emerging   issues.   See   the   table   of contents   to   identify the relevant audit approach and methodology detailed description section.

ENGAGEMENT QUALITY REVIEW PARTNER (CONCURRING PARTNER)
Audit engagements are assigned engagement quality review (EQR) partner, as appropriate. This role is one of the most important elements of our quality assurance process, as it provides for a timely, independent review of key accounting and auditing issues. The EQR partner also reviews the financial statements and related supporting documentation-including the disclosures-to evaluate their fair presentation under accounting principles generally accepted in the United States of America (GAAP).

INTERNAL QUALITY CONTROL REVIEWS AND EXTERNAL REVIEWS
Experienced partners and professional staff of our firm conduct quality control reviews of our audits. Our partners' work is reviewed annually, and the inspection process includes periodic testing of the effectiveness of our quality controls and a continuous improvement program. This risk-based annual inspection is intended to mimic the triennial peer review described in the following paragraph and are performed on completed engagements. In addition to this inspection, we perform in-process, "pre-issuance" reviews of partners' work that are chosen for using a risk-based selection process; these reviews are performed by our corporate quality control team. The combination of the in-process and completed engagements is part of our continuous improvement processes.

Peer reviews are performed every three years by another independent public accounting firm. The most recent review of our firm was performed in 2019 by Brown Edwards, whose report was the most favorable possible "Pass".

In addition, we are registered with the PCAOB and our 2018 PCAOB inspection report was also the most favorable possible­ no audit deficiencies or quality control defects identified. The 2018 PCAOB report can be viewed at: httP.s:IIP.caobus.org/lnsP.ections/ReP.orls/Documenls/104-2019-029-Carr-Riggs-lngram-LLC,qdf.

SHARING CRl'S VALUES WITH YOU	■■
We are proud of our hands-on, service-centric, and results-oriented approach. Combining that approach with quality controls
and superior talent allows us to help you achieve your goals and strengthen your management systems and processes. This approach is further emphasized through our three core values which guide our team's behavior and function as the foundation for interactions with our clients and each other.

&

t

c.-,

CJ

<

UNYIELDING INTEGRITY

CLIENT SERVICE 7
Defining our brand by meeting or exceeding the highest expectations of our clients

RES

Building productive, long­ term relationships with each other that are based on mutual respect, trust, and sharing

INTEGRITY 7
Living with sincerity, transparency, and honesty

r

TRANSITIONING YOU	■■
r"'

r"	When choosing to change firms, the time involved in working with new accounting professionals is often a concern. CRl's well­ defined efficient, seamless transition process is designed to:

r

r-·""'

, -

Provide you with value from the very first encounter, Avoid interruption of service,
Minimize disruption and investment of management's time, Raise the standard of service, and
Establish ongoing channels of communication with Midtown Improvement District's management.

The transition plan is comprised of the following key activities and can occur within approximately two weeks, depending on the availability of the parties involved:

Management approves the change in firms, pending new firm's completion of client acceptance procedures.
CRI performs client acceptance procedures, such as:
Interview key service provider relationships
Interview predecessor firm.
Internal firm review and approval.

Management notifies predecessor firm of decision to change service providers.
CRI makes inquiries of and reviews predecessor firm workpapers related to your prior year's audit and tax services (as applicable).
Predecessor firm provides copies of requested workpapers.

CRI and management sign engagement letter.
CRI and management develop communication plan protocol.
CRI and management finalize timetable and key dates.
CRI develops initial understanding of your business processes.
CRI reports to management process review items subsequent to initial planning stage.

CLIENT UNDERSTANDING & PLANNING

CRl'S GLOBAL RESOURCES	■■
Many businesses are expanding and/or evaluating their global reach, and they require assistance in order to comprehensively
consider the various financial implications of growing in international markets. In addition to CRl's internal resources, we deliver the expertise and support of some of the world's most highly regarded accounting firms through shared alliance as members of PrimeGlobal.

WHO IS PRIMEGLOBAL?

,_..

PrimeGlobal
A11 Jlssociation of Independent- Accounting Firms

Revenue
$2.9B+

Countries
90+

Locations
850+

Staff
24,000+

Partners
2,100+

Firms
300+

HOW OUR PRIMEGLOBAL MEMBERS CAN BENEFIT YOU
We supplement our in-depth, industry knowledge and specialized services through our collaborations with other PrimeGlobal firms to help you evaluate your options globally. CRl's goal is to provide you with the information you need to make well­ informed, smart business decisions.

4 KEY BENEFITS TO CRI CLIENTS FROM OUR PRIMEGLOBAL MEMBERSHIP

3	4

SOLUTIONS
that are worldwide and world-class.

ACCESSIBILITY
to knowledge and resources of statutory, regulatory, and compliance requirements throughout tile world.

DECISION MAKING
with the support ot local connections and cultural understanding throughout regions of the world.

SINGLE POINT OF CONTACT
CR I's team serves as your contact for each engagement, and we project manage across the entire team - including other PrimeGlobal firms and specialists.

.

CARR, RIGGS & INGRAM	16	CRlcpa.com
'

,.

JOIN OUR CONVERSATION	■■
We know that some information that makes perfect sense to a CPA may not be as clear to our clients. Therefore, we produce original content in the form of articles, videos, white papers, webinars, and more to provide timely, down-to-earth translations of complex subjects. We publish this original content on CRlcP-a.com and across all our many social channels.
f"  

FOLLOW CRI ON SOCIAL MEDIA 

D	Cl	m

SUBSCRIBE TO THE CRI E-NEWSLETTER

C	PA.C /NE	SLETTEJI-SI

IT FIGURES: THE CRI PODCAST

Created to provide insight into the latest developments and regulations in the accounting and finance space, It Figures is an accounting and advisory focused podcast for business and organization leaders, entrepreneurs, and anyone who is looking to go beyond the status quo.

Listen on Apple Podcasts, Spotify, iHeart Radio, and more.
llfi9YrllP-odcast.com

c..,,. ,nloou, 1rila

CRl'S CEO ACTION FOR DIVERSITY AND INCLUSION

Carr, Riggs & Ingram is committed to fostering an inclusive and diverse place for all employees to work in and engage. When our managing partner and chairman, Bill Carr, signed the CEO Action for Diversity & Inclusion™ pledge, he made a public commitment to building a productive, diverse, and inclusive workplace. Learn more
about CRl's commitment to DlversltY, and Inclusion,

I,.

CRI AUDIT FRAMEWORK	■■
Our proposed services require a coordinated effort between us and Midtown Improvement District's team. Planning and
continual communication are essential to developing the appropriate procedures, working collaboratively to resolve any identified issues, and meeting your timelines.
CRl's audit approach occurs within a framework of our client's business and industry; therefore, we assess risk by: Understanding management's perspectives and goals, and
Considering business conditions and threats that could prevent management from achieving its business objectives.

We assess risks in the following areas:

Materiality
Financial Reporting Compliance
New Accounting Pronouncements

Acquisition, Divestiture &
Reorganization
Audit Committee &
Management Expectations
Operating Results
Banking Covenant Requirements

t

Investor/Market Expectations
Technological Innovation
Legislative/Regulatory Changes

Internal Control Environmen
IT Systems & Support

r

r"'	CRI AUDIT FRAMEWORK	■■

r"'

.-

F "

r. "

Our ultimate intent is to drill down from these broad risks to specific financial reporting risks. We understand both these risks and management's processes and procedures for mitigating them (i.e. internal controls) in order to develop our procedures to carry out our audit responsibilities.

Although our audits are conducted through a structured, risk-based model, we focus on understanding the client's needs, requirements, and expectations. We work collaboratively with management and the Audit Committee (or similar function) to develop a communication and work plan to continuously improve client service, by doing so we help in moving your team from simple compliance to providing you with a competitive advantage.

In planning, we concentrate on "key risks," (items with a greater risk of a material misstatement, a material weakness in internal controls, or other matters resulting in the issuance of an inappropriate audit report). We focus on "material" items (i.e. those items that would be important to the user of your financial statements). When evaluating materiality of identified misstatements, certain quantitative and qualitative factors must be considered-which may include:

Impact on operating trends (revenue/income, expenses, net income, etc).
Nature of the misstatement (i.e., did the misstatement result from an unlawful transaction?). Impact on liquidity, capital/surplus, earnings capacity, etc.
Impact to loan covenants and contractual and regulatory requirements.

Consistent communication is a key to completion of the audit. By ensuring constant involvement, we are in a better position to respond to your issues timely and efficiently. Therefore, we plan to meet with your management to:

Set-up the audit by reviewing the mapping of Midtown Improvement District's financial information (financial statements and notes) to significant processes and IT systems to ensure that all significant account balances, transactions, procedures, and systems are tested as deemed necessary.
Discuss ongoing changes-specifically new accounting pronouncements and key business transactions in their early stages, enabling us to agree on the resolution of various complex business issues on a timely basis.

l,

CRI AUDIT APPROACH	■II
■

Our audit approach is a four stage approach, as depicted in the summary below. Our client acceptance and risk assessment procedures occur during detailed conversations and observations with your team. The results of those procedures allow us to tailor an audit program to your specific risks and needs. We then execute the audit, report the results, and evaluate continuous improvement opportunities for ongoing service and benefit to you.

I•"··:

.@
£::
V>

..a,..

I:.  ' :

..C..:,

·S>,

.

COMPLIANCE TO COMPETITIVE ADVANTAGE

I.

......

CRI AUDIT APPROACH	■■

Perform client acceptance procedures.
Collaborate with management to agree to expectations and scope.
Assign appropriate staff based on client needs and assessed risk.

STAGE 3: AUDIT EXECUTION

Interview client personnel and others to understand client-specific objectives and risks.
Assess following aspects of the organization for their impact on the audit plan:
environmental and other external risks,
management's fraud and IT risk assessment models,
entity level controls including:
control environment
risk assessment,
information and communication,
and monitoring controls.
IT General Computer (ITGC) controls, such as
IT Environment
Developing and Delivering IT, and
Operating and Monitoring IT.
Determine materiality.
Develop and document our understanding of and/or reliance on:
linkage of financial statements to:
significant transactions,
processes,
IT systems, and
related controls,
existence of/reliance on SOC entities and their reports,
internal audit, and
specialists (e.g. valuation, pension costs, etc.).
If elected, test controls including ITGC, through a mix of:
inquiry,
observation
examination, and
re-performance.
Perform preliminary analytical procedures.
Finalize risk assessments and develop a final audit strategy.

Where possible to test as efficiently as possible:
develop detailed analytical procedures to use as substantive tests (benefit= reducing tests of details): Examples include:
ratio analysis,
regression analysis,
trend analysis,
predictive tests, or
reasonableness test,
utilize Computer-Assisted Audit Techniques (CAATs) (benefit= automation of testing for more coverage and less disruption to the client), and
perform targeted testing (also known as "coverage" testing) to test large portions of account balances (benefit= more coverage with smaller selections).
Perform tests of details, including sampling.
Perform general audit procedures such as tests related to:
commitments and contingencies,
legal letters,
management representations,
reviews of Board minutes,
related party transactions,
debt covenants, and
going concern.
Perform other tests for compliance such as Yellow Book or Single Audit tests.

Continually monitor throughout the audit - providing feedback as agreed during scoping.
Conclude the audit (i.e. issue opinions and reports).
Develop and present:
reports,
required communications,
management letter comments, and
other audit-related deliverables.
Perform debriefings to identify opportunities for improvement with our:
engagement team, and/or
client's team.

APPENDIX A - RFP DOCUMENTS	■■
MIDTOWN IMPROVEMENT DISTRICT
REQUEST FOR PROPOSALS FOR ANNUAL AUDIT SERVICES

The Midtown Improvement District hereby requests proposals for annual financial auditing services. The proposal must provide for the auditing of the District's financial records for the fiscal year ending September 30, 2021, with an option for four (4) additional annual renewals. The District is a local unit of special-purpose government created under Chapter 190, Florida Statutes, for the purpose of financing, constructing, and maintaining public infrastructure. The District is located in Orange County and has an operating budget of approximately $265,783.64. The final contract will require that, among other things, the audit for Fiscal Year 2021 be completed no later than June 1, 2022.

Each auditing entity submitting a proposal must be authorized to do business in Florida; hold all applicable state and federal professional licenses in good standing, including but not limited to a license under Chapter 473, Florida Statutes; and be qualified to conduct audits In accordance with "Government Auditing Standards," as adopted by the Florida Board of Accountancy. Audits shall be conducted in accordance with Florida law and particularly Section 218.39, Florida Statutes, and the rules of the Florida Auditor General.

Proposal packages, which include additional qualification requirements, evaluation criteria and instructions to proposers, are available from the District Manager at the address and telephone number listed below.

Proposers must provide two (2) hard copies of their proposal and one (1) electronic copy (CD or flash drive) to Jennifer Walden, District Manager, located at 3501 Quadrangle Boulevard, Suite 270, Orlando, Florida 32817, in an envelope marked on the outside "Auditing Services - Midtown Improvement District." Proposals must be received by February 11, 2022, at 1:00 p.m., at the office of the District Manager. Please direct all questions regarding this Request for Proposals to the District Manager, who can be reached at (407) 723-5900.

Any protest regarding the terms of this Notice, or the proposal packages on file with the District Manager, must be filed in writing at the offices of the Distriel Manager within seventy-two (72) calendar hours (excluding weekends) after publication of this Notice. The formal protest setting forth with particularity the facts and law upon which the protest Is based shall be filed within seven (7) calendar days after the initial notice of protest was filed. Failure to timely file a notice of protest or failure to timely file a formal written protest shall constitute a waiver of any right to object or protest with respect to aforesaid Notice or proposal package pro visions.

Midtown Improvement District Jennifer Walden, District Manager

L

RUN DATE: 1.21.22

APPENDIX A - RFP DOCUMENTS	■■

MIDTOWN IMPROVEMENT DISTRICT REQUEST FOR PROPOSALS

District Auditing Services for Fiscal Year 2021
Orange County, Florida INSTRUCTIONS TO PROPOSERS
SECTION 1. DUE DATE. Sealed proposals must be received no later than February 11, 2022, at 1:00 p.m., at the offices of the District Manager, PFM Group Consulting LLC, located at 3501 Quadrangle Boulevard, Suite 270, Orlando, Florida
32817.
SECTION 2.	FAMILIARITY WITH THE LAW.	By   submitting   a   proposal,   the
f		Proposer is assumed to be familiar with all federal, state, and local laws, ordinances, rules and regulations that in any manner affect the work.  Ignorance on the part of the
Proposer will in no way relieve it from responsibility to perform the work covered by the proposal in compliance llllith all such laws, ordinances and regulations.

SECTION 3.    QUALIFICATIONS OF PROPOSER. The contract, if awarded, will only be awarded to a responsible Proposer who is qualified by experience and licensing to do the work specified herein. The Proposer shall submit llllith its proposal satisfactory evidence of experience in similar work and show that it is fully prepared to complete the work to the satisfaction of the District.
SECTION 4. SUBMISSION OF ONLv ONE PROPOSAL. Proposers shall be disqualified and their proposals rejected if the District has reason to believe that collusion may exist among the Proposers, the Proposer has defaulted on any previous contract or is in arrears on any previous or existing contract, or for failure to demonstrate proper licensure and business organization.

SECTION 6.	SUBMISSION OF PROPOSAL. Each Proposer shall submit two (2) hard copies and one (1) electronic copy of the Proposal Documents (defined below), and other requested attachments at the time and place indicated herein, which shall be enclosed in an opaque sealed envelope, marked with the title "Auditing Services - Midtown Improvement District" on the face of it.

SECTION 6. MODIFICATION AND WITHDRAWAL. Proposals may be modified or withdrawn by an appropriate document duly executed and delivered to the place where proposals are to be submitted at any time prior to the time and date the proposals are due. No proposal may be withdrawn after opening for a period of ninety (90) days.

SECTION 7.  PROPOSAL DOCUMENTS. The proposal documents shall consist of the notice announcing the request for proposals, these instructions, the evaluation criteria and a proposal with all required documentation pursuant to Section 12 of these Instructions (the "Proposal Documents').

SECTION B.   PROPOSAL. In making its proposal, each Proposer represents that It has read and understands the Proposal Documents and that the proposal Is made in accordance therewith.

APPENDIX A - RFP DOCUMENTS	■■
SECTION 9.        BASIS OF AWARD/RIGHT TO REJECT. The District reserves the right to reject any and all proposals, make modifications to the work, and waive any informalities or irregularities in proposals as it is deemed in the best interests of the District.

SECTION 10. CONTRACT AWARD. Within fourteen (14) days of receipt of the Notice of Award from the District, the Proposer shall enter into and execute a contract or engagement letter with the District.

SECTION 11. LIMITATION OF LIABILITY. Nothing herein shall be construed as or constitute a waiver of District's limited waiver of liability contained in section 768.28, Florida Statutes, or any other statute or law.

SECTION 12. CONTENTS OF PROPOSALS. All proposals shall include the following information in addition to any other requirements of the Proposal Documents.

List position or title of all personnel to perform work on the District audit. Include resumes for each person listed; list years of experience in present position for each party listed and years of related experience.

Describe proposed staffing levels, including resumes with applicable certifications.

Provide three (3) references from projects of similar size and scope. The Proposer should include information relating to the work it conducted for each reference as well as a name, address and phone number of a contact person. Identify any work previously conducted for other community development districts.

The lump sum cost of the provision of the services under the proposal, plus the cost of four (4) annual renewals.

SECTION 13.     PROTESTS.   In accordance with the District's Rules of Procedure, any protest regarding the Proposal Documents, must be filed in writing, at the offices of the District Manager, within seventy-two (72) hours after the receipt of the proposed contract documents. The formal protest setting forth with particularity the facts and law upon which the protest is based shall be filed within seven (7) calendar days after the initial notice of protest was flied. Failure to timely file a notice of protest or failure to timely file a formal written protest shall constitute a waiver  of any right to object or protest with respect to aforesaid contract award.

SECTION 14. EVALUATION OF PROPOSALS. The criteria to be used In the evaluation of proposals are presented In the evaluation criteria, contained within the Proposal Documents.

r

f"	APPENDIX A - RFP DOCUMENTS	■■
AUDITOR SELECTION EVALUATION CRITERIA (IIVITH PRICE)

Ab/1/ty of Personnel.	(20 Points)

r•·c,		This includes the geographic locations of the firm's headquarters or permanent office in relation to the project; capabilities and experience of key personnel; present ability to manage this project; evaluation of existing work load; proposed staffing levels, etc.

Proposer's Experience.	(20 Points)

This includes past record and experience of the Proposer in similar projects; volume of work previously performed by the firm; past performance for other community development districts in other contracts; character, integrity, reputation, of respondent, etc.

Understanding of Scope of Work.	(20 Points)
Extent to which the proposal demonstrates an understanding of the District's needs for the services requested.

Ability to Furnish the Required Services.	(20 Points)

Extent to which the proposal demonstrates the adequacy of Proposer's financial resources and stability as a business entity necessary to complete the services required.

Price.	(20 Points)

Points will be awarded based upon the lowest total bid for rendering the services and the reasonableness of the proposal.

.
CARR, RIGGS & INGRAM	25	CRlcpa.com
l  •

Midtown Improvement District

Grau & Associates

Proposal to Provide
Financial Auditing Services:
MIDTOWN IMPROVEMENT DISTRICT

Due Date: February 11, 2022 1:00PM

Submitted to:
Midtown Improvement District c/o District Manager
3501 Quadrangle Blvd, Suite 270
Orlando, Florida 32817

Submitted by:
Antonio J. Grau, Partner Grau & Associates
951 Yamato Road, Suite 280 Boca Raton, Florida 33431 Tel	(561) 994-9299
(800) 229-4728
Fax	(561) 994-5823
tgrau@graucpa.com www.graucpa.com

Table of Contents

PAGE

EXECUTIVE SUMMARY / TRANSMITTAL LETTER	1
FIRM QUALIFICATIONS	3
FIRM & STAFF EXPERIENCE	6
REFERENCES	11
SPECIFIC AUDIT APPROACH	13
COST OF SERVICES	17
SUPPLEMENTAL INFORMATION	19

February 11, 2022

Midtown Improvement District c/o District Manager
3501 Quadrangle Blvd, Suite 270
Orlando, Florida 32817

Re:	Request for Proposal for Professional Auditing Services for the fiscal year ended September 30, 2021, with an option for four (4) additional annual renewals.

Grau & Associates (Grau) welcomes the opportunity to respond to the Midtown Improvement District’s (the “District”) Request for Proposal (RFP), and we look forward to working with you on your audit. We are an energetic and robust team of knowledgeable professionals and are a recognized leader of providing services to Community Development Districts. As one of Florida’s few firms to primarily focus on government, we are especially equipped to provide you an effective and efficient audit.

Special district audits are at the core of our practice: we have a total of 360 clients, 329 or 91% of which are special districts. We know the specifics of the professional services and work products needed to meet your RFP requirements like no other firm. With this level of experience, we are able to increase efficiency, to provide immediate and continued savings, and to minimize disturbances to client operations.

Why Grau & Associates:

Knowledgeable Audit Team
Grau is proud that the personnel we assign to your audit are some of the most seasoned auditors in the field. Our staff performs governmental engagements year round. When not working on your audit, your team is refining their audit approach for next year’s audit. Our engagement partners have decades of experience and take a hands-on approach to our assignments, which all ensures a smoother process for you.

Servicing your Individual Needs
Our clients enjoy personalized service designed to satisfy their unique needs and requirements. Throughout the process of our audit, you will find that we welcome working with you to resolve any issues as swiftly and easily as possible. In addition, due to Grau’s very low turnover rate for our industry, you also won’t have to worry about retraining your auditors from year to year.

Developing Relationships
We strive to foster mutually beneficial relationships with our clients. We stay in touch year round, updating, collaborating and assisting you in implementing new legislation, rules and standards that affect your organization. We are also available as a sounding board and assist with technical questions.

Maintaining an Impeccable Reputation
We have never been involved in any litigation, proceeding or received any disciplinary action. Additionally, we have never been charged with, or convicted of, a public entity crime of any sort. We are financially stable and have never been involved in any bankruptcy proceedings.

Complying With Standards
Our audit will follow the Auditing Standards of the AICPA, Generally Accepted Government Auditing Standards, issued by the Comptroller General of the United States, and the Rules of the Auditor General of the State of Florida, and any other applicable federal, state and local regulations. We will deliver our reports in accordance with your requirements.

This proposal is a firm and irrevocable offer for 90 days. We certify this proposal is made without previous understanding, agreement or connection either with any previous firms or corporations offering a proposal for the same items. We also certify our proposal is in all respects fair, without outside control, collusion, fraud, or otherwise illegal action, and was prepared in good faith. Only the person(s), company or parties interested in the project as principals are named in the proposal. Grau has no existing or potential conflicts, and anticipates no conflicts during the engagement. Our Federal I.D. number is 20-2067322.

We would be happy to answer any questions or to provide any additional information. We are genuinely excited about the prospect of serving you and establishing a long-term relationship. Please do not hesitate to call or email either of our Partners, Antonio J. Grau, CPA (tgrau@graucpa.com) or Racquel McIntosh, CPA (rmcintosh@graucpa.com) at 561.994.9299. We thank you for considering our firm’s qualifications and experience.

Very truly yours, Grau & Associates
Antonio J. Grau

Firm Qualifications

Grau’s Focus and Experience

Our Team

3	10	2
Partners	Professional Administrative
Staff	Professionals

9/13
Employees are CPAS

Year founded

Services Provided

297

Community Development Districts Served

Properly registered and
licensed professional corporation by the state of FLORIDA

9
Professional Groups

We are proud Members of the American Institute of Certified Public Accountants
&
the Florida Institute of Certified Public Accountants

See next page for report and certificate

 External quality review program: consistently receives a pass
 Internal: ongoing monitoring to maintain quality

AICPA | FICPA | GFOA | FASD | FGFOA

Firm & Staff Experience

GRAU AND ASSOCIATES COMMUNITY
DEVELOPMENT DISTRICT EXPERIENCE BY MANAGEMENT COMPANY

OTHER
19

PFM
12

WRATHELL
30

GMS
78

INFRAMARK
38

SDS
60

RIZZETTA
47

MERITUS
23

Profile Briefs:

Antonio J GRAU, CPA (Partner)
Years Performing Audits: 30+
CPE (last 2 years): Government Accounting, Auditing: 24 hours; Accounting, Auditing and Other: 58 hours
Professional Memberships: AICPA, FICPA, FGFOA, GFOA

Racquel McIntosh, CPA (Partner)
Years Performing Audits: 14+
CPE (last 2 years): Government Accounting, Auditing: 61 hours; Accounting, Auditing and Other: 30 hours
Professional Memberships: AICPA, FICPA, FGFOA, FASD

“Here at Grau & Associates, staying up to date with the current technological landscape is one of our top priorities. Not only does it provide a more positive experience for our clients, but it also allows us to perform a more effective and efficient audit. With the every changing technology available and utilized by our clients, we are constantly innovating our audit process.”
Tony Grau
“Quality audits and exceptional client service are at the heart of every decision we make. Our clients trust us to deliver a quality audit, adhering to high standards and assisting them with improvements for their organization.”
Racquel McIntosh

YOUR ENGAGEMENT TEAM

Grau’s client-specific engagement team is meticulously organized in order to meet the unique needs of each client. Constant communication within our solution team allows for continuity of staff and audit team.

Grau contracts with an outside group of IT management consultants to assist with matters including, but not limited to; network and database security, internet security and vulnerability testing.

An advisory consultant will be available as a sounding board to advise in those areas where problems are encountered.

The assigned personnel will work closely with the partner and the District to ensure that the financial statements and all other reports are prepared in accordance with professional standards and firm policy.
Responsibilities will include planning the audit; communicating with the client and the partners the progress of the audit; and
determining that financial statements and all reports issued by the firm are accurate, complete and are prepared in accordance with professional standards and firm policy.

The Engagement Partner will participate extensively during the various stages of the engagement and has direct responsibility for engagement policy, direction, supervision, quality control, security, confidentiality of information of the engagement and communication with client personnel. The engagement partner will also be involved directing the development of the overall audit approach and plan; performing an overriding review of work papers and ascertain client satisfaction.

Antonio ‘Tony ‘J. Grau, CPA
Partner
Contact: tgrau@graucpa.com | (561) 939-6672
Experience
For over 30 years, Tony has been providing audit, accounting and consulting services to the firm’s governmental, non-profit, employee benefit, overhead and arbitrage clients. He provides guidance to clients regarding complex accounting issues, internal controls and operations.
As a member of the Government Finance Officers Association Special Review Committee, Tony participated in the review process for awarding the GFOA Certificate of Achievement in Financial Reporting. Tony was also the review team leader for the Quality Review of the Office of Management Audits of School Board of Miami-Dade County. Tony received the AICPA advanced level certificate for governmental single audits.

Education
University of South Florida (1983)
Bachelor of Arts Business Administration

Clients Served (partial list)
(>300) Various Special Districts, including:

Bayside Improvement Community Development District	St. Lucie West Services District
Dunes Community Development District	Ave Maria Stewardship Community District Fishhawk Community Development District (I,II,IV)	Rivers Edge II Community Development District Grand Bay at Doral Community Development District	Bartram Park Community Development District Heritage Harbor North Community Development District	Bay Laurel Center Community Development District

Boca Raton Airport Authority Greater Naples Fire Rescue District
Key Largo Wastewater Treatment District Lake Worth Drainage District
South Indian River Water Control

Professional Associations/Memberships
American Institute of Certified Public Accountants Florida Government Finance Officers Association Florida Institute of Certified Public Accountants Government Finance Officers Association Member City of Boca Raton Financial Advisory Board Member

Professional Education (over the last two years)
Course	Hours
Government Accounting and Auditing	24
Accounting, Auditing and Other	58
Total Hours	82 (includes of 4 hours of Ethics CPE)

Racquel C. McIntosh, CPA
Partner
Contact : rmcintosh@graucpa.com | (561) 939-6669
Experience
Racquel has been providing government audit, accounting and advisory services to our clients for over 14 years. She serves as the firm’s quality control partner; in this capacity she closely monitors engagement quality ensuring standards are followed and maintained throughout the audit.
Racquel develops in-house training seminars on current government auditing, accounting, and legislative topics and also provides seminars for various government organizations. In addition, she assists clients with implementing new accounting software, legislation, and standards.

Education
Florida Atlantic University (2004)
Master of Accounting Florida Atlantic University (2003)
Bachelor of Arts: Finance, Accounting

Clients Served (partial list)
(>300) Various Special Districts, including: Carlton Lakes Community Development District Golden Lakes Community Development District Rivercrest Community Development District South Fork III Community Development District TPOST Community Development District

East Central Regional Wastewater Treatment Facilities Indian Trail Improvement District
Pinellas Park Water Management District Ranger Drainage District
South Trail Fire Protection and Rescue Service District

Professional Associations/ Memberships
American Institute of Certified Public Accountants Florida Institute of Certified Public Accountants

Professional Education (over the last two years)
Course
Government Accounting and Auditing Accounting, Auditing and Other
Total Hours

Westchase Community Development District Monterra Community Development District
Palm Coast Park Community Development District Long Leaf Community Development District Watergrass Community Development District

FICPA State & Local Government Committee FGFOA Palm Beach Chapter

Hours
61
30
91 (includes of 4 hours of Ethics CPE)

References

We have included three references of government engagements that require compliance with laws and regulations, follow fund accounting, and have financing requirements, which we believe are similar to the District.

 Dunes Community Development District	

Scope of Work	Financial audit	
Engagement Partner	Antonio J. Grau	
Dates	Annually since 1998	
Client Contact	Darrin Mossing, Finance Director	
	475 W. Town Place, Suite 114	
	St. Augustine, Florida 32092	
	                                                            904-940-5850		

 Two Creeks Community Development District	

Scope of Work	Financial audit	
Engagement Partner	Antonio J. Grau	
Dates	Annually since 2007	
Client Contact	William Rizzetta, President	
	3434 Colwell Avenue, Suite 200	
	Tampa, Florida 33614	
	                                                       813-933-5571		

  Journey’s End Community Development District	

Scope of Work	Financial audit	
Engagement Partner	Antonio J. Grau	
Dates	Annually since 2004	
Client Contact	Todd Wodraska, Vice President	
	2501 A Burns Road	
	Palm Beach Gardens, Florida 33410	
	                                                       561-630-4922		

Specific Audit Approach

AUDIT APPROACH
Grau’s Understanding of Work Product / Scope of Services:
We recognize the District is an important entity and we are confident our firm is eminently qualified to meet the challenges of this engagement and deliver quality audit services. You would be a valued client of our firm and we pledge to commit all firm resources to provide the level and quality of services (as described below) which not only meet the requirements set forth in the RFP but will exceed those expectations. Grau & Associates fully understands the scope of professional services and work products requested. Our audit will follow the Auditing Standards of the AICPA, Generally Accepted Government Auditing Standards, issued by the Comptroller General of the United States, and the Rules of the Auditor General of the State of Florida and any other applicable Federal, State of Local regulations. We will deliver our reports in accordance with your requirements.

Proposed segmentation of the engagement
Our approach to the audit engagement is a risk-based approach which integrates the best of traditional auditing techniques and a total systems concept to enable the team to conduct a more efficient and effective audit. The audit will be conducted in three phases, which are as follows:

PHASE I:
Preliminary Planning

PHASE II:
Execution of the Audit Plan

PHASE III:
Completion and Delivery

Phase I - Preliminary Planning
A thorough understanding of your organization, service objectives and operating environment is essential for the development of an audit plan and for an efficient, cost-effective audit. During this phase, we will meet with appropriate personnel to obtain and document our understanding of your operations and service objectives and, at the same time, give you the opportunity to express your expectations with respect to the services that we will provide. Our work effort will be coordinated so that there will be minimal disruption to your staff.

During this phase we will perform the following activities:
» Review the regulatory, statutory and compliance requirements. This will include a review of applicable federal and state statutes, resolutions, bond documents, contracts, and other agreements;
» Read minutes of meetings;
» Review major sources of information such as budgets, organization charts, procedures, manuals, financial systems, and management information systems;
» Obtain an understanding of fraud detection and prevention systems;
» Obtain and document an understanding of internal control, including knowledge about the design of relevant policies, procedures, and records, and whether they have been placed in operation;
» Assess risk and determine what controls we are to rely upon and what tests we are going to perform and perform test of controls;
» Develop audit programs to incorporate the consideration of financial statement assertions, specific audit objectives, and appropriate audit procedures to achieve the specified objectives;
» Discuss and resolve any accounting, auditing and reporting matters which have been identified.

Phase II – Execution of Audit Plan
The audit team will complete a major portion of transaction testing and audit requirements during this phase. The procedures performed during this period will enable us to identify any matter that may impact the completion of our work or require the attention of management. Tasks to be performed in Phase II include, but are not limited to the following:
» Apply analytical procedures to further assist in the determination of the nature, timing, and extent of auditing procedures used to obtain evidential matter for specific account balances or classes of transactions;
» Perform tests of account balances and transactions through sampling, vouching, confirmation and other analytical procedures; and
» Perform tests of compliance.
Phase III - Completion and Delivery

In this phase of the audit, we will complete the tasks related to year-end balances and financial reporting. All reports will be reviewed with management before issuance, and the partners will be available to meet and discuss our report and address any questions. Tasks to be performed in Phase III include, but are not limited to the following:

» Perform final analytical procedures;
» Review information and make inquiries for subsequent events; and
» Meeting with Management to discuss preparation of draft financial statements and any potential findings or recommendations.

You should expect more from your accounting firm than a signature in your annual financial report. Our concept of truly responsive professional service emphasizes taking an active interest in the issues of concern to our clients and serving as an effective resource in dealing with those issues. In following this approach, we not only audit financial information with hindsight but also consider the foresight you apply in managing operations.

Application of this approach in developing our management letter is particularly important given the increasing financial pressures and public scrutiny facing today’s public officials. We will prepare the management letter at the completion of our final procedures.

In preparing this management letter, we will initially review any draft comments or recommendations with management. In addition, we will take necessary steps to ensure that matters are communicated to those charged with governance.

In addition to communicating any recommendations, we will also communicate the following, if any:

» Significant audit adjustments;
» Significant deficiencies or material weaknesses;
» Disagreements with management; and
» Difficulties encountered in performing the audit.

Is the recommendation cost effective?

Is the recommendation the simplest to effectuate in order to correct a problem?

Is the recommendation at the heart of the problem and not just correcting a symptomatic matter?

Is the corrective action taking into account why the deficiency occurred?

Our findings will contain a statement of condition describing the situation and the area that needs strengthening, what should be corrected and why. Our suggestions will withstand the basic tests of corrective action:

To assure full agreement with facts and circumstances, we will fully discuss each item with Management prior to the final exit conference. This policy means there will be no “surprises” in the management letter and fosters a professional, cooperative atmosphere.

Communications
We emphasize a continuous, year-round dialogue between the District and our management team. We regularly communicate through personal telephone calls and electronic mail throughout the audit and on a regular basis.
Our clients have the ability to transmit information to us on our secure client portal with the ability to assign different staff with separate log on and viewing capability. This further facilitates efficiency as all assigned users receive electronic mail notification as soon as new information has been posted into the portal.

Cost of Services

Our proposed all-inclusive fees for the financial audit for the fiscal years ended September 30, 2021-2025 are as follows:

    Year Ended September 30,		 	Fee		
2021	$3,600	
2022	$3,800	
2023	$4,000	
2024	$4,200	
2025	$4,400	
TOTAL (2021-2025)	$20,000	

The above fees are based on the assumption that the District maintains its current level of operations. Should conditions change or Bonds are issued the fees would be adjusted accordingly upon approval from all parties concerned.

Supplemental Information

PARTIAL LIST OF CLIENTS

	Governmental Audit	Single Audit	Utility Audit	
Current Client	
Year End	
Boca Raton Airport Authority					9/30	
Captain's Key Dependent District					9/30	
Central Broward Water Control District					9/30	
Collier Mosquito Control District					9/30	
Coquina Water Control District					9/30	
East Central Regional Wastewater Treatment Facility					9/30	
Florida Green Finance Authority					9/30	
Greater Boca Raton Beach and Park District					9/30	
Greater Naples Fire Control and Rescue District					9/30	
Green Corridor P.A.C.E. District					9/30	
Hobe-St. Lucie Conservancy District					9/30	
Indian River Mosquito Control District					9/30	
Indian Trail Improvement District					9/30	
Key Largo Waste Water Treatment District					9/30	
Lake Padgett Estates Independent District					9/30	
Lake Worth Drainage District					9/30	
Loxahatchee Groves Water Control District					9/30	
Old Plantation Control District					9/30	
Pal Mar Water Control District					9/30	
Pinellas Park Water Management District					9/30	
Pine Tree Water Control District (Broward)					9/30	
Pinetree Water Control District (Wellington)					9/30	
Ranger Drainage District					9/30	
Renaissance Improvement District					9/30	
San Carlos Park Fire Protection and Rescue Service District					9/30	
Sanibel Fire and Rescue District					9/30	
South Central Regional Wastewater Treatment and Disposal Board					9/30	
South-Dade Venture Development District					9/30	
South Indian River Water Control District					9/30	
South Trail Fire Protection & Rescue District					9/30	
Spring Lake Improvement District					9/30	
St. Lucie West Services District					9/30	
Sunshine Water Control District					9/30	
West Villages Improvement District					9/30	
Various Community Development Districts (297)					9/30	
TOTAL	332	5	3	327		

ADDITIONAL SERVICES

CONSULTING / MANAGEMENT ADVISORY SERVICES

Grau & Associates also provide a broad range of other management consulting services. Our expertise has been consistently utilized by Governmental and Non-Profit entities throughout Florida. Examples of engagements performed are as follows:

Accounting systems	 Fixed asset records
Development of budgets	 Cost reimbursement
Organizational structures	 Indirect cost allocation
Financing alternatives	 Grant administration and compliance
IT Auditing

ARBITRAGE

The federal government has imposed complex rules to restrict the use	Current

of tax-exempt financing. Their principal purpose is to eliminate any

73 Arbitrage

significant arbitrage incentives in a tax-exempt issue. We have	Calculations determined the applicability of these requirements and performed the
rebate calculations for more than 150 bond issues, including both fixed and variable rate bonds.

We look forward to providing Midtown Improvement District with our resources and experience to accomplish not only those minimum requirements set forth in your Request for Proposal, but to exceed those expectations!

For even more information on Grau & Associates please visit us on www.graucpa.com.

Midtown Improvement District

Ranking of Auditing Services Proposals

Midtown Improvement District
Auditor Selection - Manager Recommended Rankings

Criteria	Possible Points	
CRI	CRI
Points	
Grau	Grau Points	

20.0	Qualified,	

20.0	Qualified,	

20.0	
Ability of		Multiple CPAs		Multiple CPAs		
Personnel		on Staff		on Staff		

Proposer's	

20.0	
Extensive CDD	

20.0	
Extensive CDD	

20.0	
Experience		Experience		Experience		

Understanding of Scope of Work	

20.0	

Sufficient	

20.0	

Sufficient	

20.0	

Ability to Furnish Required Services	

20.0	

Capable	

20.0	

Capable	

20.0	

Price for Services for Five Years	

20.0	$6,000 +
$6,250 +
$6,500 +
$6,750 +
$7,000 =
$32,500	

7.5	$3,600 +
$3,800 +
$4,000 +
$4,200 +
$4,400 =
$20,000	

20	
Total	100.0		87.5		100.0	

Midtown Improvement District

Minutes of the January 18, 2022 Auditor Selection Committee Meeting

MIDTOWN IMPROVEMENT DISTRICT AUDITOR SELECTION COMMITTEE MEETING MINUTES

FIRST ORDER OF BUSINESS

The Auditor Selection Committee Meeting for the Midtown Improvement District was called to order on Tuesday, January 18, 2022, at 3:32 p.m. at the Courtyard Orlando Lake Nona, 6955 Lake Nona Blvd., Orlando, FL 32827.

Present:

Richard Levey Brent Schademan Julie Salvo	Committee Member Committee Member Committee Member		
Also, attending:			
Jennifer Walden Lynne Mullins Tucker Mackie Jeff Newton Larry Kaufmann

Scott Thacker Matt McDermott	PFM PFM
Kutak Rock
Donald W. McIntosh Associates, Inc. Construction Supervisor & Constru Member
District Landscape Supervisor
Construction Committee Member	(via phone)

ction Committee (via phone)
(via phone)
(via phone)	

SECOND ORDER OF BUSINESS	Public Comment Period

Mr. Levey called for any public comments on any agenda items. There were no comments provided.

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

The Board reviewed the audit documents. Ms. Mullins explained that the Committee needs to approve the form of RFP and regarding the evaluation criteria the Committee will need to choose with or without price.

On Motion by Mr. Schademan, second by Ms. Salvo, with all in favor, the Auditor Selection Committee for the Midtown Improvement District approved the form of RFP and the Evaluation Criteria to include price as recommended.

FOURTH ORDER OF BUSINESS	Adjournment

There was no further business to discuss. Dr. Levey requested a motion to adjourn.

On Motion by Mr. Schademan, second by Ms. Salvo, with all in favor, the January 18, 2022, Meeting of the Auditor Selection Committee for the Midtown Improvement District was adjourned.

 	_    	 		_	 Secretary/Assistant Secretary		Chair/Vice Chair

Midtown Improvement District

Minutes of the January 18, 2022 Board of Supervisors’ Meeting

MIDTOWN IMPROVEMENT DISTRICT BOARD OF SUPERVISORS’ MEETING MINUTES

FIRST ORDER OF BUSINESS	Roll Call to Confirm a Quorum

The Board of Supervisors’ Meeting for the Midtown Improvement District was called to order on Tuesday, January 18, 2022, at 3:32 p.m. at the Courtyard Orlando Lake Nona, 6955 Lake Nona Blvd., Orlando, FL 32827.

Present:

Richard Levey	Chairman		
Brent Schademan	Assistant Secretary		
Julie Salvo	Assistant Secretary		
Also attending:			
Jennifer Walden	PFM	(via phone)	
Lynne Mullins	PFM		
Tucker Mackie	Kutak Rock		
Jeff Newton	Donald W. McIntosh Associates, Inc.		
Larry Kaufmann	Construction Supervisor & Construction Committee Member
(via phone)
Scott Thacker	District Landscape Supervisor	(via phone)	
Matt McDermott	Construction Committee Member	(via phone)	

SECOND ORDER OF BUSINESS	Public Comment Period

Dr. Levey called for public comments. There were no public comments at this time.

THIRD ORDER OF BUSINESS	Consideration of the Minutes of the November 16, 2021, Board of Supervisors’ Meeting

The Board reviewed the minutes of the November 16, 2021, Board of Supervisors’ Meeting.

On Motion by Mr. Schademan, second by Ms. Salvo, with all in favor, the Board of Supervisors for the Midtown Improvement District approved the Minutes of the November 16, 2021, Board of Supervisors’ Meeting.

FOURTH ORDER OF BUSINESS	Consideration of Second Amended and Restated Interlocal Agreement Among the Boggy Creek Improvement District, the Myrtle Creek Improvement District, the

Midtown Improvement District and the Greeneway Improvement District Regarding Certain Maintenance of the Interchange

Ms. Mackie explained this Agreement had previously allocated a 36% share of the costs associated with the maintenance of the Interchange to the Greeneway ID. As a result of an amendment to the Greeneway ID boundary and subsequent establishment of the Midtown ID across an area that was formerly within the Greeneway ID, the 36% share has been allocated proportionately between the Greeneway ID and the Midtown ID based on acreage within each district. The allocation results in the Greeneway ID’s share being reduced to 24% and the Midtown ID’s share being set at 12%. The interchange maintenance costs are mainly for landscape and irrigation, but also include some costs related to hardscape maintenance. She noted the Agreement is Amended and Restated as it now includes the Midtown ID as a signatory.

On Motion by Mr. Schademan, second by Ms. Salvo, with all in favor, the Board of Supervisors for the Midtown Improvement District approved the Second Amended and Restated Interlocal Agreement Among the Boggy Creek Improvement District, the Myrtle Creek Improvement District, the Midtown Improvement District and the Greeneway Improvement District Regarding Certain Maintenance of the Interchange.

FIFTH ORDER OF BUSINESS	Ratification of Payment Authorization Nos. 017 – 021

The Board reviewed Payment Authorization Nos. 017 – 021. Mr. Levey noted these have been approved and need to be ratified by the Board.

On Motion by Mr. Schademan, second by Ms. Salvo, with all in favor, the Board of Supervisors for the Midtown Improvement District ratified Payment Authorization Nos. 017 – 021.

SIXTH ORDER OF BUSINESS	Recommendation	of	Work	
	Authorization/	Proposed	
	Services		

Mr. Kaufmann explained the Work Authorization is for Donald W. McIntosh Associates, Inc. for Centerline Drive Phase 2, or Segment F. A couple of months ago, there was a request from the Developer to locate the entrances to the Vertiport and to modify the construction plans to put in a center turn lane to accommodate the turning movements associated with those entrances. McIntosh was given the authority to proceed with the plan changes due to a time factor, since the project is currently under construction. Subsequent to that direction, the Vertiport location is changing, and those plan revisions are no longer required. The Work Authorization is for the revisions that were made prior to the change in Vertiport location and reversion to the original design of 2-travel lanes and on-street parking. Dr. Levey asked how much of the plan revision was done before they were notified to stop. Mr. Newton replied that the team was 90% done at that time.

On Motion by Mr. Schademan, second by Ms. Salvo, with all in favor, the Board of Supervisors for the Midtown Improvement District approved the Work Authorization from Donald W. McIntosh Associates, Inc. for Centerline Drive Phase 2 – Segment F for $5,400.00.

SEVENTH ORDER OF BUSINESS	Review of District’s Financials

The Board reviewed the District’s Financial Statements through December 31, 2021. Ms. Mullins noted the District has spent $40,000.00 vs. a budget of $456,000.00.

EIGHTH ORDER OF BUSINESS	Staff Reports

District Counsel –	No Report	
District Manager –	Ms. Mullins noted the next meeting is scheduled for Tuesday, February 15, 2022.	
District Engineer –	Mr. Newton presented the Construction Contract Status Memorandum (Minutes Exhibit A). He noted that the contractor for Centerline Drive Segment F, which is being managed by the Poitras East CDD, has completed the rough grading, and the box culvert construction is anticipated to start mid-February. Regarding Centerline Drive Segments B, C & D, bids were received October 1, 2021, evaluated by the Construction Committee at the October 17, 2021, meeting, and the Developer is now asking to delay commencement of construction. Mr. Newton recommended that the Board reject all bids and rebid the project
once the Developer notifies the District that they are ready to proceed.	

On Motion by Mr. Schademan, second by Ms. Salvo, with all in favor, the Board of Supervisors for the Midtown Improvement District approved rejecting the bids and moving forward with rebidding once the Developer has notified the District that they are ready to proceed with the Centerline Drive Segments B, C & D project.

Construction Supervisor – No Report District Landscape Supervisor – No Report Irrigation Supervisor –	No Report

NINTH ORDER OF BUSINESS	Supervisor	Requests	& Adjournment

There were no Supervisor requests, so Dr. Levey requested a motion to adjourn.

On Motion by Ms. Salvo, second by Mr. Schademan, with all in favor, the January 18, 2022, Meeting of the Board of Supervisors for the Midtown Improvement District was adjourned.

 	_ 		 	_ 	
Secretary/Assistant Secretary	Chairman/Vice Chairman

EXHIBIT A

MEMORANDUM

DATE:	January 18, 2022

TO:	Midtown Improvement District Board of Supervisors

FROM:	Donald W. McIntosh Associates, Inc.
District Engineer

RE:	Construction Contract Status

Dear Board Members,

Please accept this correspondence as a current summary of our construction contract status. Listed below by project is a brief summary of recent contract activity.

Centerline Drive Segment F – Jr. Davis Construction Company, Inc.:
(Note: this construction project is being managed by Poitras East CDD)

Construction Status: Rough grading has been completed and box culvert construction is anticipated by mid-February.

Change Order (C.O.) Status: None

Recommended Motion: None

Centerline Drive Segments B, C & D:

Construction Status: Bids were received on 10/1/21 and evaluated by the Construction Committee on 10/7/21. The Developer, who is funding the construction of the project under the Construction Funding Agreement, has requested that the construction project be postponed until further notice (currently anticipated in late-Q1 2022).

Change Order (C.O.) Status: None

Recommended Motion: Reject all bids and rebid once the Developer has notified the District that they are ready to proceed with the project.

Should there be any questions, please do not hesitate to call. Thank you.
End of memorandum. c:	Larry Kaufmann
Matt McDermott Chris Wilson Dan Young Tarek Fahmy

\\dwmafiles\projects\Proj2021\21505\ENGadmin\C\ec019 Construction Memo 01-18-22.docx

Midtown Improvement District

Auditor Selection Committee Rankings & Selection of Auditor

Midtown Improvement District
Auditor Selection - Manager Recommended Rankings

Criteria	Possible Points	
CRI	CRI
Points	
Grau	Grau Points	

20.0	Qualified,	

20.0	Qualified,	

20.0	
Ability of		Multiple CPAs		Multiple CPAs		
Personnel		on Staff		on Staff		

Proposer's	

20.0	
Extensive CDD	

20.0	
Extensive CDD	

20.0	
Experience		Experience		Experience		

Understanding of Scope of Work	

20.0	

Sufficient	

20.0	

Sufficient	

20.0	

Ability to Furnish Required Services	

20.0	

Capable	

20.0	

Capable	

20.0	

Price for Services for Five Years	

20.0	$6,000 +
$6,250 +
$6,500 +
$6,750 +
$7,000 =
$32,500	

7.5	$3,600 +
$3,800 +
$4,000 +
$4,200 +
$4,400 =
$20,000	

20	
Total	100.0		87.5		100.0	

Midtown Improvement District

RFP for District Landscaping and Common Area Maintenance

MIDTOWN IMPROVEMENT DISTRICT REQUEST FOR PROPOSALS FOR
Landscaping, Common Areas, & Irrigation Maintenance Services Tavistock Lakes and Laureate Boulevard & Nemours Parkway Orange County, Florida
AND
NOTICE OF PUBLIC MEETING TO OPEN RFP RESPONSES

Midtown Improvement District, the Owner, announces that Landscaping, Common Areas, and Irrigation Maintenance Services will be required for the project listed below:

PROJECT: Tavistock Lakes and Laureate Boulevard & Nemours Parkway
Landscaping, Common Areas, & Irrigation Maintenance Services Agreement Request for Proposal

The contract for landscaping, common areas, and irrigation maintenance services will consist of maintenance of turf, trees, shrubs and ground cover, open areas, hardscape and irrigation as well as trash removal through certain distinct areas of maintenance as more specifically set forth in the Request for Proposal.

The Request for Proposal will be available electronically beginning Monday, April 4, 2022 at 10:00
a.m. from PFM Group Consulting LLC, located at 3501 Quadrangle Blvd., Suite 270, Orlando, Florida 32817. Contact is Jennifer Walden, District Manager, at waldenj@pfm.com. The request for Proposal requires proposers to submit proposals for individual district areas of maintenance and collectively submit a proposal for all areas (3 total). The District reserves the right to award Sections 1, 2 and 3 separately to different proposers, or to award collectively to one proposer.

A mandatory pre-proposal conference will be held on this project on Friday, April 8, 2022 at 10:00
a.m. (EST) through virtual means by calling 1-844-621-3956 or logging in via the computer at pfmgroup.webex.com and entering code 796580192#. The pre-proposal conference may include, but not be limited to, a discussion of contract requirements, inspections, evaluations, and submittal requirements and may involve a site visit to inspect existing conditions and the areas to be maintained.

Ranking of proposers will be made on the basis of qualifications according to the Evaluation Criteria contained within the Request for Proposal. The Successful proposer(s) will be required to furnish a performance bond in the amount of 25% of the total amount of the first full year’s proposal. The District has the right to reject any and all proposals if it determines, at its sole discretion, such rejection is in the best interest of the District. Any proposer who wishes to protest the scope of work and selection criteria shall file with the District a written notice of protest within seventy-two (72) hours after receipt of the proposed project plans and specifications or other contract documents, and shall file a formal written protest with the District within seven
(7) calendar days after the date of timely filing the initial notice of protest. Filing will be perfected and deemed to have occurred upon receipt by the District Manager, PFM Group Consulting LLC, located at 12051 Corporate Boulevard, Orlando, Florida 32817. Failure to timely file a notice of protest or failure to timely file a formal written protest shall constitute a waiver of any right to object to or protest the contents of the Request for Proposal. The formal written protest shall state with particularity the facts and law upon which the protest is based. Any and all questions relative to this project shall be directed in writing only to PFM Group Consulting LLC, Jennifer Walden District Manager, PFM Group Consulting LLC, 3501 Quadrangle Blvd., Suite 270, Orlando, FL 32817, via facsimile 407-723-5901 or e-mail at waldenj@pfm.com, no later than Friday, April 15, 2022 at 5:00 p.m.

Firms desiring to provide services for this project must submit four (4) bound copies of the required proposal section(s) and one electronic copy of the required proposal section(s) no later than 10:00 a.m. on Monday, May 9, 2022 at the offices of PFM Group Consulting LLC, 3501 Quadrangle Blvd., Suite 270, Orlando, FL 32817, and Attention: Jennifer Walden, District Manager. Additionally, as further described in the Request for Proposal, each proposer shall supply a bid bond or cashier’s check in the sum equal to five percent (5%) of the total amount of the first full year’s proposal. Proposals shall be submitted in a sealed package, shall bear the name of the proposer on the outside of the package, and shall identify the name of the project. Proposals will be opened at the time and date stipulated above; those received after the time and date stipulated above will be returned un-opened to the proposer. Any proposal not completed as specified or missing the required proposal documents may be disqualified.

Notice of Public Meeting to Open RFP Responses

A meeting will be held on Monday, May 9, 2022 at 10:15 a.m. at 3501 Quadrangle Blvd., Suite 197, Orlando, FL 32817. No official action of the District’s Board will be taken at this meeting, it is held for the limited purpose of opening the RFP responses. The meeting is open to the public and will be conducted in accordance with the provisions of Florida law. This meeting may be continued to a date, time, and place to be specified on the record at the meeting. 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 five calendar days 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.

Midtown Improvement District Jennifer Walden, District Manager Run Date(s): Sunday, March 27, 2022 and Sunday, April 3, 2022

Midtown Improvement District Evaluation Criteria

Technical Capability	(30 points)

Considerations here include the geographic locations of the firm’s office(s) in relation to the project; adequacy of equipment to perform the work in a high quality manner; adequacy and capabilities of labor available to perform the work according to the specifications; qualifications, training, and licenses/certifications of key personnel; evaluation of existing and future workload; the volume of work previously awarded to the firm; proposed detailed staffing levels, etc.

Experience	(30 points)

The proposer’s past record and experience in similar projects will be considered. Additional factors may include past performance on other projects, record and experience working for the references provided, observation of similar sites maintained by the firm, character, integrity, and reputation of respondent, etc.

Understanding of Scope of Work	(10 points)

Points will be awarded based on the proposer’s demonstrated understanding of the District’s needs for the services requested and the level of detail provided in the proposal.

Price	(30 points)

Points will be awarded to the proposer submitting the lowest total proposal for completing the work. All other proposals will receive a percentage of this amount based upon the difference between that proposer’s proposal and the low proposal.

Total Points Possible	(100 points)

Midtown Improvement District

Property Appraiser Agreement
(provided under separate cover)

Midtown Improvement District

Payment Authorization Nos. 022 – 025

MIDTOWN IMPROVEMENT DISTRICT

Payment Authorization #022
1/14/2022

Item
No.	Payee	Invoice
Number	General
Fund	

1	
Cepra Landscape
November MI and Repairs	

ORL750	

$	238.00	
		
TOTAL	
$	238.00	

Chairperson

MIDTOWN IMPROVEMENT DISTRICT

Payment Authorization #023
1/21/2022

Item
No.	Payee	Invoice
Number	General
Fund	

1	
Cepra Landscape
Oak Tree Replacement	

ORL1137	

$ 3,328.00	
2	PFM Group Consulting
DM Fee: January 2022	
DM-01-2022-032	
$ 2,916.67	
3	Supervisor Fees - 01/18/2022 Meeting
Richard Levey	
--	
$	200.00	
		
TOTAL	
$ 6,444.67	

Chairperson

MIDTOWN IMPROVEMENT DISTRICT

Payment Authorization #024
1/28/2022

Item	Payee	Invoice	General	
No.		Number	Fund	

1	
Orlando Sentinel				
	Legal Advertising on 01/11/2022 (Ad: 7120099)	OSC47948075	$	267.50	
		
TOTAL	
$	
267.50	

Chairperson

By Amanda Lane at 10:54 am, Jan 29, 2022

Midtown Improvement District c/o PFM Group Consulting
3501 Quadrangle Boulevard, Ste. 270
Orlando, FL 32817
LaneA@pfm.com // (407) 723-5925

MIDTOWN IMPROVEMENT DISTRICT

Payment Authorization #025

2/4/2022		
Item No.	Payee	Invoice Number	General Fund	

1	Berman Construction
January Administrator & Irrigation Specialist February Administrator & Irrigation Specialist	
17316
17317	
$
$	
1,139.99
1,139.99	
2	Cepra Landscape
February Section 1 Landscaping February Section 2 Landscaping February Section 3 Landscaping	
ORL1245 ORL1247 ORL1248	
$
$
$	
1,983.33
5,644.38
880.33	
3	Kutak Rock
General Counsel Through 12/31/2021	
2979429	
$	
638.00	
4	Orlando Sentinel
Legal Advertising on 01/21/2022 (Ad: 7131431)	
OSC48279713	
$	
327.43	

TOTAL	$ 11,753.45

Chairperson

By Amanda Lane at 9:20 am, Feb 07, 2022

Midtown Improvement District c/o PFM Group Consulting
3501 Quadrangle Boulevard, Ste. 270
Orlando, FL 32817
LaneA@pfm.com // (407) 723-5925

Midtown Improvement District

Funding Request Nos. 008 & 012

MIDTOWN IMPROVEMENT DISTRICT

Funding Request #008
9/24/2021

Item
No.		Payee	Invoice
Number	General
Fund	

1	
Developer
Funding Request		

--	

$ 25,000.00	

TOTAL	$ 25,000.00

Secretary/Assistant Secretary	Chairperson

By Amanda Lane at 9:54 am, Sep 27, 2021

Midtown Improvement District c/o PFM Group Consulting
3501 Quadrangle Boulevard, Ste. 270
Orlando, FL 32817
LaneA@pfm.com // (407) 723-5925

MIDTOWN IMPROVEMENT DISTRICT

Funding Request #012
11/12/2021

Item	
Payee	
Invoice	
General	
Fiscal	
No.		Number	Fund	Year	

1	
Poitras East CDD				
	Reimbursement for Payment to Jr. Davis Regarding Centerline Drive Segment F Pay Application #1 (req 79)	
127327	
$ 32,504.96	
FY 2021	
	Reimbursement for Payment to Jr. Davis Regarding Centerline Drive Segment F Pay Application #2 (req 89)	
127407	
$ 33,169.72	
FY 2021	

2	
Jr. Davis Construction Company				
	Pay Application #3 for Centerline Drive Segment F	127509	$ 190,085.01	    FY 2022 	

TOTAL	$ 255,759.69

65,674.68	FY 2021	
190,085.01	FY 2022	

Secretary/Assistant Secretary	Chairperson

By Amanda Lane at 10:11 am, Nov 15, 2021

Midtown Improvement District c/o PFM Group Consulting
3501 Quadrangle Boulevard, Ste. 270
Orlando, FL 32817
LaneA@pfm.com // (407) 723-5925

Midtown Improvement District

Work Authorization/Proposed Services
(if applicable)

Midtown Improvement District

District’s Financials

Midtown Improvement District	
Statement of Financial Position	
As of 1/31/2022	
	
General Fund		
Capital Projects Fund		
Total	

Assets	
Current Assets	
General Checking Account	$15,040.65				$15,040.65	
Accounts Receivable - Due from Developer			$2,642.25		2,642.25	
Total Current Assets	$15,040.65		$2,642.25		$17,682.90	
Total Assets	$15,040.65		$2,642.25		$17,682.90	

Liabilities and Net Assets	
Current Liabilities	
Accounts Payable	$267.50				$267.50	
Accounts Payable			$2,642.25		2,642.25	
Deferred Revenue			2,642.25		2,642.25	
Total Current Liabilities	$267.50		$5,284.50		$5,552.00	
Total Liabilities	$267.50		$5,284.50		$5,552.00	

Net Assets	
Net Assets - General Government	($4,030.12)				($4,030.12)	
Current Year Net Assets - General Government	18,803.27				18,803.27	
Net Assets, Unrestricted			($74,789.43)		(74,789.43)	
Current Year Net Assets, Unrestricted			72,147.18		72,147.18	
Total Net Assets	$14,773.15		($2,642.25)		$12,130.90	
						
Total Liabilities and Net Assets	$15,040.65		$2,642.25		$17,682.90	

Midtown Improvement District
Statement of Activities As of 1/31/2022	
	
General Fund		
Capital Projects Fund		
Total	

Revenues						
Developer Contributions	$75,000.00				$75,000.00	
Developer Contributions			$299,482.72		299,482.72	
Total Revenues	

$75,000.00		

$299,482.72		

$374,482.72	
Expenses						
Supervisor Fees	$600.00				$600.00	
Public Officials' Liability Insurance	2,250.00				2,250.00	
Management	11,666.68				11,666.68	
Engineering	952.00				952.00	
District Counsel	2,366.47				2,366.47	
Postage & Shipping	39.99				39.99	
Legal Advertising	757.50				757.50	
Miscellaneous	72.29				72.29	
Dues, Licenses, and Fees	175.00				175.00	
General Insurance	2,750.00				2,750.00	
Property & Casualty	200.00				200.00	
Irrigation	238.00				238.00	
Landscaping Maintenance & Material	25,524.12				25,524.12	
Flower & Plant Replacement	5,188.00				5,188.00	
Personnel Leasing Agreement	3,419.97				3,419.97	
Engineering			$29,889.53		29,889.53	
District Counsel			896.00		896.00	
Legal Advertising			148.50		148.50	
Contingency			196,401.51		196,401.51	
Total Expenses	

$56,200.02		

$227,335.54		

$283,535.56	
Other Revenues (Expenses) & Gains (Losses)						
Interest Income	$3.29				$3.29	
Total Other Revenues (Expenses) & Gains (Losses)	$3.29		$0.00		$3.29	
Change In Net Assets	$18,803.27		$72,147.18		$90,950.45	

Net Assets At Beginning Of Year	
($4,030.12)		
($74,789.43)		
($78,819.55)	

Net Assets At End Of Year	
$14,773.15		
($2,642.25)		
$12,130.90	

Midto				
	Budget to	Actual				
For the Month Ending 01/31/2022	
	
Actual	
Budget	
Variance	FY 2022
Adopted Budget	
Percentage Variance	

Revenues					
Developer Contributions	$ 75,000.00	$ 152,062.11	$   (77,062.11)	$ 456,186.33	16.44%	
Net Revenues	$ 75,000.00	$ 152,062.11	$   (77,062.11)	$ 456,186.33	16.44%	
General & Administrative Expenses					
Legislative					
Supervisor Fees	$	600.00	$	4,000.00	$	(3,400.00)	$   12,000.00	5.00%	
Financial & Administrative					
Public Officials' Liability Insurance	2,250.00	900.00	1,350.00	2,700.00	83.33%	
Trustee Services	-	2,500.00	(2,500.00)	7,500.00	0.00%	
Management	11,666.68	11,666.67	0.01	35,000.00	33.33%	
Engineering	952.00	3,333.33	(2,381.33)	10,000.00	9.52%	
Dissemination Agent	-	1,666.67	(1,666.67)	5,000.00	0.00%	
Property Appraiser	-	666.67	(666.67)	2,000.00	0.00%	
District Counsel	2,366.47	10,000.00	(7,633.53)	30,000.00	7.89%	
Assessment Administration	-	2,500.00	(2,500.00)	7,500.00	0.00%	
Reamortization Schedules	-	83.33	(83.33)	250.00	0.00%	
Audit	-	2,000.00	(2,000.00)	6,000.00	0.00%	
Travel and Per Diem	-	100.00	(100.00)	300.00	0.00%	
Telephone	-	16.67	(16.67)	50.00	0.00%	
Postage & Shipping	39.99	333.33	(293.34)	1,000.00	4.00%	
Copies	-	833.33	(833.33)	2,500.00	0.00%	
Legal Advertising	757.50	2,500.00	(1,742.50)	7,500.00	10.10%	
Bank Fees	-	120.00	(120.00)	360.00	0.00%	
Miscellaneous	72.29	333.36	(261.07)	1,000.00	7.23%	
Office Supplies	-	83.33	(83.33)	250.00	0.00%	
Property Taxes	-	333.33	(333.33)	1,000.00	0.00%	
Web Site Maintenance	-	2,000.00	(2,000.00)	6,000.00	0.00%	
Holiday Decorations	-	666.67	(666.67)	2,000.00	0.00%	
Dues, Licenses, and Fees	175.00	83.33	91.67	250.00	70.00%	
Total General & Administrative Expenses	
$ 18,879.93	$   46,720.02	$   (27,840.09)	$ 140,160.00	13.47%	

Midtown Improvement District
Budget to Actual
For the Month Ending 01/31/2022

FY 2022

Actual				Budget	Variance	Adopted Budget	Variance	

$	

-		

$	

1,520.00	

$	(1,520.00)	

$	4,560.00	

0.00%	
	
-			
6,333.33	
(6,333.33)	
19,000.00	
0.00%	

2,750.00			
1,000.00	
1,750.00	
3,000.00	
91.67%	
200.00			633.33	(433.33)	1,900.00	10.53%	
-			33.33	(33.33)	100.00	0.00%	
238.00			6,966.67	(6,728.67)	20,900.00	1.14%	
25,524.12			35,507.20	(9,983.08)	106,521.60	23.96%	
-			2,533.33	(2,533.33)	7,600.00	0.00%	
5,188.00			5,066.67	121.33	15,200.00	34.13%	
-			11,123.13	(11,123.13)	33,369.40	0.00%	
-			329.33	(329.33)	988.00	0.00%	
	
-			
483.36	
(483.36)	
1,450.08	
0.00%	
	-			456.00	(456.00)	1,368.00	0.00%	
	-			12,399.00	(12,399.00)	37,197.01	0.00%	
	-			114.00	(114.00)	342.00	0.00%	
	-			592.80	(592.80)	1,778.40	0.00%	
	-			228.00	(228.00)	684.00	0.00%	
	
-			
380.00	
(380.00)	
1,140.00	0.00%	
	-			1,013.33	(1,013.33)	3,040.00	0.00%	
	-			10,605.37	(10,605.37)	31,816.10	0.00%	
	-			253.33	(253.33)	760.00	0.00%	

3,419.97			
4,560.00	
(1,140.03)	
13,680.00	25.00%	

-			
2,812.00	
(2,812.00)	
8,436.00	0.00%	
-			398.58	(398.58)	1,195.73	0.00%	
$ 37,320.09		$	105,342.09	$    (68,022.00)	$ 316,026.33	11.81%	
$ 56,200.02		$	152,062.11	$    (95,862.09)	$ 456,186.33	12.32%	

$ 18,799.98		
$	
-	
$	18,799.98	
$	-		

$	3.29		
$	
-	
$	3.29	
$	-		
$	3.29		$	-	$	3.29	$	-		
				
$ 18,803.27		$	-	$	18,803.27	$	-		

Percentage

Field Operations Electric Utility Services
Electric
Water-Sewer Combination Services
Water Reclaimed
Other Physical Environment
General Insurance
Property & Casualty Insurance Other Insurance
Irrigation Repairs
Landscaping Maintenance & Material Tree Trimming
Flower & Plant Replacement Contingency
Pest Control
Interchange Maintenance Expenses
IME - Aquatics Maintenance IME - Irrigation Repairs
IME - Landscaping IME - Lighting
IME - Miscellaneous IME - Water Reclaimed
Road & Street Facilities
Entry and Wall Maintenance Hardscape Maintenance Streetlights
Accent Lighting
Parks & Recreation
Personnel Leasing Agreement
Reserves
Infrastructure Capital Reserve Interchange Maintenance Reserve
    
Total Field Operations Expenses Total Expenses
Income (Loss) from Operations

Other Income (Expense)
Interest Income
Total Other Income (Expense)

Net Income (Loss)