Flagler Estates Concerned Citizens, Inc.

Below is the “2010 FECC Platform” submitted to the Flagler Estates Board of Supervisors prior to the June 2010 election in hopes of changing the thinking to allow for a more efficient, effective, and fiscally responsible agency.  Each item of the platform is listed as it was originally stated prior to last year's election, followed by a reply to that item as to what has been achieved and what remains to be done.

FECC Platform

OVERSIGHT! AN IDEA WHOSE TIME HAS COME!

1.Continue to roll back the 63% tax increase.

ACCOMPLISHED

ü The taxes have been decreased over the past two years from $326 per acre and are now currently $230 per acre. UPCOMING YEAR TO STRIVE TO DECREASE AGAIN.

2. Put in an assessment cap, curbing the Board’s ability to commit major tax tyranny. Cap should match Cost of Living increases. Flagler Estates Road and Water Control District (FERWCD)is a maintenance organization.

NO ACTION TAKEN

* We as residents do hope to secure such an action in the future, we have learned this may be much more controversial then originally thought.  It is true that with the support of the current board an assessment cap can be put in place, and can be accomplished through education and planning.  However an assessment cap for future boards can not be secured because there are no legal obligations in place binding future compliance.

3. End practice of equipment leasing. While, on paper, this procedure may appear to have merit, it has not turned out as originally described as evidenced at the January 7th 2010 meeting.

ACCOMPLISHED

• Three major pieces of heavy equipment was paid off with the use of our reserves. Currently there is no leased equipment expended from our budget. 

4. Review entire budget to see where cuts can be made. Every government entity is undergoing such reviews and implementing cuts in an effort to provide taxpayers with some relief.

Areas of consideration:
* Staffing needs will be evaluated. Flagler Estates is experiencing the same economic conditions as the rest of the nation.

ACCOMPLISHMENTS

ü The COLA has been put on hold due to the economy, however the current board has encouraged merit and education based increases.

ü The agenda for the regular meetings has been reformatted which requires the more expensive and cost related reports given by hired consultants to be presented at the onset of the meetings. 

* Professional Staff is in need of review. The Attorney, Accountant and Engineer should perform their duties within the scope of their contract or retainer. No supplemental billing for “special projects” should occur.

ACCOMPLISHMENTS

ü The outsourced website is currently an inhouse responsibility, and will no longer be an additional responsibility of hired staff.

ü Since the resignation of Legacy Civil Engineers in April of 2010, the current board has discussed better methods of repairing the Ashley Outfall area.   The interim engineer has reduced the original plan of 7 sluice gates (with all the bells and whistles)  to 2 sluice gates at the Ashley Outfall area.  A multitude of projects have been completed within budget.

• Since the resignation of the District Manager in December of 2010, the current board has opted to replace that position as an Office Manager requiring a more responsible board.
• The full time office assistant position is under review with a possible replacement with a part time office assistant.

* Evaluate the amount of taxpayer money held in reserve and the justification thereof.

ACCOMPLISHMENTS

ü Leased equipment has been paid off, A RESPONSIBLE RESERVE REMAINS INTACT!

ü The Palatka and Kirrcherr intersection that in the past had to be repaired on multiple occasions, has been totally refurbished with the help of grant money.  Additional grant money was also obtained for this project that was not originally applied for.

ü The original frenzy of having a substandard paved road within ¼ of a mile of every home has not turned out to be economically or environmentally feasible for the future of the landowners or The Saint Johns River.  The current board has opted to purchase and apply RAP or Recycled Asphalt Millings, which is less expensive and more environmentally friendly.

* Stop scalping the banks.  Adopt environmentally sound maintenance practices.

ACCOMPLISHMENTS

ü While some scalping occurs occasionally due to operator error, this is no longer a standard procedure issue.  Natural growth on the banks requires less loads of dirt to be replaced on the banks due to washouts, saving our taxpayer dollars and decreasing the amount of sediment going to the Saint Johns River.

ü While paved roads are nice they also enable washouts due to runoff, while the RAP is less expensive it also allows water to drain through the road and release gradually rather than aggressively in a heavy down pour lessening the impact on our banks.  (A large portion of the additional grant money mentioned above in the “Justification of Reserves” for the Palatka and Kirrcherr intersection was specifically for sod to decrease the possibility of future washouts.)

ü Chemicals for weed control in the ditches has been greatly reduced, deterring washouts and added sediment to the ditches that eventually travel to the Saint Johns River.

5.Consider increasing the Board from 3 members to 5. This increases the odds of at least one member doing independent investigation of the issues instead of relying so heavily on Staff. It also increases the odds of at least some Board members being responsive to their constituency.

ACCOMPLISHMENTS

ü The plan of having 5 board members can only be beneficial if the board members continue to understand that the staff works for the board and the board does not work for the staff, AND the board works for the people.  This is a new concept for the agency which our current board does understand, however it must be a common function for all the board members for future requirements of the position.  It may be more effective in the future when the new transition has become more stable.

ü The once District Manager position now titled Office Manager, puts more responsibility on the board rather than the opposite.  Based on the accomplishments of the platform established prior to the 2010 election much has been achieved by the current board.

7.  Replace the culverts at Ashley with box culverts as recommended by SJRWMD, who stated this action WILL help flooding in Flagler Estates without the exorbitant price tag of the legendary Water Treatment Facility. Investigate the cost-benefit of sluice gates prior to proceeding.

WORK IN PROCESS

ü Box culverts to be installed, with 2 sluice gates instead of 7.  The forebay has been cleaned out, and the bridge on County Road 204 is in the process of being replaced.

ü While mandates will be implemented in the future as to the amount of total nitrogen and phosphorus that we are allowed to release into the Saint Johns River, the combination of these actions as well as less sediment should lessen the cost that will be imposed in the future to the landowners of Flagler Estates.

8. Keep the CRA and the FERWCD separate.

WORK IN PROCESS

ü The CRA funds are no longer available for many years due to the frenzy paving projects, there is nothing binding the two agencies at this time other than the bond money that is still owed by the CRA to the county.

• This will take some time to recover, it is imperative to future funding for the community to find innovative ways to  to keep the CRA alive and functional with no funds.  Despite our political differences this is occuring. 

9. Limit speaking time of ALL meeting participants. These are meetings - not marathons.

ACCOMPLISHED

ü No more 3 and 4 hour meetings, which allowed for consultants to be compensated hourly at an extremely high rate of pay!  The current hired consultants give their reports to the board, the board and the audience are given ample opportunity to ask any questions that may arise afterwards or are followed up by the board via email, phone call or the next meeting.

10. Implement NO plans that are financed beyond their useful life.

ACCOMPLISHED

ü There are currently no active bonds or loans to be repaid

11. Review the Capital Improvement Plan. Especially in fiscally uncertain times, spending money on projects that are ineffective and unnecessary is wrong.

ACCOMPLISHED

ü The exhorbit price tag for the Ashley Outfall and Water Treatment Facility has been greatly reduced, the root cause is no longer a factor.

12. Institute mechanisms to track project progress and completion.

WORK IN PROCESS

ü The interim engineer has implemented a tracking spreadsheet for job status.

ü The Road Foreman has work in process pictures & diagrams displayed publicly at the District for all to view.  The pictures are dated in the process and completion dates.

• Motions previously made or tabled are now listed on the agenda as “Old Business”
  
  

13. Future paving shall be at county-acceptable standards.

WORK IN PROCESS
Currently the board has opted to use Recycled Asphalt Millings (see Justification of Reserves above), while it is not paving at county acceptable standards the asphalt millings will provide for a base for any future paving.

14. An Oversight Committee will be formed consisting of landowners and outside experts with relevant backgrounds to advise and approve any Capital Improvement Plan or investment that will cost the taxpayers more than $250,000.

WORK IN PROCESS

ü  No official oversight committee has been formed at this time.  However provided the current and future boards continue to perform due dilligence, and we as constituents continue to attend meetings regularly we are the “Unoffcial Oversight Committee”!

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