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St. Johns River Water Management District
4049 Reid Street ▪ P.O. Box 1429
Palatka, FL 32178-1429
Phone: (386) 329-4540
floridaswater.com
District Strategic Plan (FY 2015–FY 2019)
Contents
I.
Overview………………………………………………………………………………………………………………………………………………………………………………………………………………….6
St. Johns River Water Management District Overview………………………………………………………………………………………………………………………………………………….6
About the Strategic Plan……………………………………………………………………………………………………………………………………………………………………………………………….7
Strategic Priorities………………………………………………………………………………………………………………………………………………………………………………………………………..8
Regional Water Supply Plans — Development and Implementation…………………………………………………..…………………………………………………………………..17
Minimum Flows and Levels — Development and Prevention and Recovery Strategies…………………………………………………………………………………………..18
North Central Florida Water……………………………………………………………………………………………………………………………………………………………………………………19
North Florida Water……………………………………………………………………………………………………………………………………………………………………………………………….20
North Florida Water (continued)…………………………………………………………………………………………………………………………………………………………………………….21
Central Florida Water……………………………………………………………………………………………………………………………………………………………………………………………..22
Central Florida Water (continued)…………………………………………………………………………………………………………………………………………………………………………..23
Water Conservation………………………………………………………………………………………………………………………………………………………………………………………………..24
Sea Level Rise………………………………………………………………………………………………………………………………………………………………………………………………………….25
Middle and Lower St. Johns River……………………………………………………………………………………………………………………………………………………………………………26
Middle and Lower St. Johns River (continued)………………………………………………………………………………………………………………………………………………………..27
Northern Coastal Basins………………………………………………………………………………………………………………………………………………………………………………………….28
Northern Coastal Basins (continued)……………………………………………………………………………………………………………………………………………………………………….29
Apopka/Upper Ocklawaha Basins……………………………………………………………………………………………………………………………………………………………………………30
Upper St. Johns River………………………………………………………………………………………………………………………………………………………………………………………………31
Indian River Lagoon Protection……………………………………………………………………………………………………………………………………………………………………………….32
Indian River Lagoon Protection (continued) ………………………………………………………………………………………………………………………………………………………..….32
Page 3
District Strategic Plan (FY 2015–FY 2019)
Springs Protection…………………………………………………………………………………………………………………………………………………………………………………………………..34
Springs Protection (continued) ……………………………………………………………………………………………………………………………………………………………………………….35
Flood Protection……………………………………………………………………………………………………………………………………………………………………………………………………..36
Land Management Enhancement……………………………………………………………………………………………………………………………………………………………………………37
Land Management Enhancement (continued) ……………………………………………………………………………………………………………………………….………………………38
Agriculture Partnership………………………………………………………………………………………………………………………………………………………………………………….……….39
Agriculture Partnership (continued)………………………………………………………………………………………………………………………………………………………………………..40
Cost-share……………………………………………………………………………………………………………………………………………………………………………………………………………….41
Outreach…………………………………………………………………………………………………………………………………………………………………………………………………………………42
Water Resources Data Systems……………………………………………………………………………………………………………………………………………………………………………….43
Water Resources Data Systems (continued) …………………………………………………………………………………………………………………………………………………………..44
Water Resources Assessments………………………………………………………………………………………………………………………………………………………………………………..45
Water Supply Planning and Project Implementation……………………………………………………………………………………………………………………………………………….46
Water Supply Planning and Project Implementation (continued)……………………………………………………………………………………………………………………………47
Regulatory Services…………………………………………………………………………………………………………………………………………………………………………………………………48
Regulatory Services (continued) ……………………………………………………………………………………………………………………………………………………………………………..49
Surface Water Projects……………………………………………………………………………………………………………………………………………………………………………………………50
Public Works……………………………………………………………………………………………………………………………………………………………………………………………………………51
Land Resources……………………………………………………………………………………………………………………………………………………………………………………………………….52
Land Resources (continued) ……………………………………………………………………………………………………………………………………………………………………………………53
Administration………………………………………………………………………………………………………………………………………………………………………………………………………..54
Page 4
District Strategic Plan (FY 2015–FY 2019)
Administration (continued) ……………………………………………………………………………………………………………………………………………………………………………………55
II.
Five-Year Strategic Budget……………………………………………………………………………………………………………………………………………………………………………………..56
Appendix A — Strategic Plan Annual Work Plan Report (FY 2013‒2014) ……………………………………………………………………………………………………………………….64
Page 5
District Strategic Plan (FY 2015–FY 2019)
I.
Overview
St. Johns River Water Management District Overview
In 1972, the Florida Legislature established five water management districts. Each
district has responsibilities in four broad categories: water supply, water quality,
natural systems management and flood protection.
Florida’s water management districts are primarily funded with ad valorem taxes.
Each district is governed by a Governing Board, whose members are appointed by
Florida’s Governor and confirmed by the Florida Senate. Board members serve for
four years as regional or at-large representatives. The Governor and Legislature have
approval authority over the districts’ budgets and there is general oversight at the
state level by the Florida Department of Environmental Protection (DEP).
The St. Johns River Water Management District (District) encompasses all or part of
18 counties in northeast and east-central Florida that includes 119 local
governments and a total population of 4.8 million (as of 2014). The District operates
from its headquarters in Palatka, and service centers in Palm Bay, Maitland and
Jacksonville.
Mission Statement of the District
Ensure the sustainable use and protection of water
resources for the benefits of the people of the District
and the state of Florida.
Page 6
District Strategic Plan (FY 2015–FY 2019)
About the Strategic Plan
In April 2013, the District’s Governing Board adopted a strategic plan to replace the District Water Management Plan consistent with Section
373.036(2)(e), Florida Statutes (F.S.). As also outlined in Section 373.036(2)(e), F.S., the strategic plan is updated annually, is for a minimum five-year
planning horizon and identifies goals, strategic priorities, strategies, success indicators, milestones/deliverables and funding sources for the District.
This document is the annual update to the strategic plan and establishes a new five-year period of fiscal year (FY) 2015–2019.
This plan includes 26 strategic priorities that are further delineated as “initiatives” (15 total) and “continuing core programs (CCPs)” (11 total).
Initiatives are a focused surge of activity targeted to complete a series of tasks. The 15 initiatives are focused on applied science, and capital and
cooperative projects. The CCPs implement ongoing science, regulation, data collection and management; operations and maintenance of District
assets; and provide cost-share funding and technical, administrative and communications
assistance to all District programs.
The Strategic Priority section of this document is organized to provide detailed work plans with
milestones and deliverables and success indicators for each strategic priority. The Five-Year
Strategic Budget identifies expenses for the planning period, as well as an analysis of revenue
sources, both known and unknown, needed to implement the plan.
Finally, the Strategic Plan Annual Work Plan Report for FY 20132014, a “report card” of how
well the District achieved its FY 2013‒2014 milestones/deliverables and success indicators is
included as an appendix to this plan.
District Core Mission Areas
Page 7
District Strategic Plan (FY 2015–FY 2019)
Strategic Priorities
District staff continue to review processes and practices for continuous improvement opportunities. This review has resulted in the identification of
modified strategic priorities compared to last year’s plan. The District has determined that the Regional Water Supply Planning and Minimum Flows
and Levels (MFLs) ― Prevention/Recovery Strategy Initiatives will be realigned to shift from a districtwide approach to a geographical, sub-regional
focus. Beginning in FY 20152016, the two initiatives will conclude and the water supply planning and prevention/recovery strategies components
from the concluded initiatives will be undertaken by the Central Florida Water and North Florida Water initiatives; as well as a newly identified
regional initiative, North Central Florida Water. Other Water Supply Planning and Minimum Flows and Levels efforts, not associated with these
regional initiatives, will be conducted as a part of Water Resource Assessments Continuing Core Program.
Additionally, the District has identified Water Conservation, Sea Level Rise and Agriculture Partnerships, for additional emphasis. This emphasis is
organizing the efforts currently occurring and adding additional focus. A detailed description of these new strategic priorities is included in Figure 1,
Page 9. It is expected that several of the 15 initiatives will conclude during the five-year strategic planning period. New initiatives will be identified
and incorporated into subsequent strategic plans. It should be noted that even though an initiative may conclude during the strategic planning
period, projects associated with the initiative may continue.
Figure 1 on the next page, visually depicts the 26 strategic priorities and identifies through colors the link between the priorities and the District’s
core mission areas. While each initiative has been assigned a primary core mission area, most overlap into other areas. The black lines and dots
indicate links between the concluded initiatives and CCPs, which will continue the work.
Page 8
District Strategic Plan (FY 2015–FY 2019)
Figure 1. Strategic Priorities
Page 9
District Strategic Plan (FY 2015–FY 2019)
The 26 strategic priorities are summarized below and are organized by primary core mission area/goal or continuing core program.
Core Mission Area
Water Supply
Page
17
Strategic Priority
Description
Regional Water Supply Plans
To develop and implement technically sound, science-based solutions to ensure the
availability of sufficient water for existing and future reasonable-beneficial uses and
natural systems in coordination with key stakeholders and partners.
To ensure that MFLs will be met while providing for sufficient water supplies.
20
MFLs ― Development and
Prevention and Recovery
Strategies
North Central Florida Water
Initiative
North Florida Water Initiative
22
Central Florida Water Initiative
24
Water Conservation
25
Sea Level Rise
Water Quality
26
Goal: To protect and improve
water quality within the
District.
28
Middle and Lower St. Johns
River Water Quality
Improvement
Northern Coastal Basins
Goal: To implement a regional
strategy to provide sufficient
water for users and the
environment.
18
19
30
Lake Apopka and Upper
Ocklawaha River Basin
31
Upper St. Johns River
Restoration
32
Indian River Lagoon Protection
Ensure a sustainable water supply and protect water resources in North Central
Florida in collaboration with key stakeholders.
Ensure sustainable water supplies and protection of groundwater-dependent natural
systems in partnership with key stakeholders in the District’s north Florida region.
Work in partnership with Central Florida Water Initiative stakeholders to identify and
further develop the Regional Water Supply Plan projects to meet existing and future
water demands within the central Florida area while sustaining water resources and
related natural systems.
Develop and implement water conservation practices and projects in a cooperative
manner with key stakeholders for all water user categories.
Investigate water supply implications, estuarine water quality and coastal wetlands
impacts associated with sea level rise.
Protect the water quality and ecological value of the middle and lower St. Johns River
through science-based planning and prioritized implementation of nutrient and other
pollution reduction projects by leveraging District, local, state and federal resources.
Enhance and protect the water quality and ecological habitat of the coastal basins of
northeast Florida by leveraging District resources and developing cooperative
working partnerships with federal, state, local and other stakeholders.
Restore the ecological, recreational and economic value of Lake Apopka and the
Upper Ocklawaha River Basin by reducing nutrient levels and refining lake level
management consistent with flood protection priorities.
Develop and implement integrated strategies and protocols that optimize flood
control, protect and enhance natural ecosystems, improve water quality and provide
for water supply for the upper St. Johns River.
Protect and restore the water quality and ecological habitat of the Indian River
Lagoon by leveraging District resources and working with the National Estuary
Program and its partners.
Page 10
District Strategic Plan (FY 2015–FY 2019)
Core Mission Area
Flood Protection
Page
34
Strategic Priority
Description
Springs Protection
36
Flood Protection and
Levee/Structure Rehabilitation
Utilize District resources to develop and coordinate the protection and restoration of
major springs.
Develop a System-wide Improvement Framework (SWIF) for levee and water control
structure maintenance and restoration, and leverage the SWIF to institute
standardized levee and water control structure operations, maintenance and
inspection protocols.
37
Land Management
Enhancement
Identify and implement restoration and vegetation management projects on Districtowned lands to enhance long-term ecologic and hydrologic conditions.
39
Agriculture Partnership
41
Cost-share
42
Outreach
43
Water Resources Data Systems
45
Water Resources Assessments
46
Water Supply Planning and
Project Implementation
48
Regulatory Services
Ensure that agricultural and District stakeholder needs are met in the shared goal of
sustainable use and protection of water resources for the benefits of the people of
the District and the state of Florida.
The implementation of a coordinated and focused program to leverage District funds
by engaging partners in sharing the expense of cost-effective water management
projects.
The communication of District projects, issues and activities; technical assistance and
support; and relationship development with external stakeholders. Includes federal,
state and local elected officials and their staffs; news media, professional and
community groups, special interest groups and the general public.
The planning, design, construction, maintenance, collection and processing of water
resources data. Includes hydrologic, hydrogeologic, water quality, water quantity and
biological data networks established for long-term monitoring of water resources.
The analysis and review of data to assess the condition of water resources and the
effectiveness of water management and restoration programs. Includes hydrologic
conditions reporting, surface and groundwater assessments, status and trends
assessments and participation in the statewide sea level rise and climate change task
force.
To develop and implement technically sound, science-based solutions to ensure the
availability of sufficient water for existing and future reasonable-beneficial uses and
natural systems in coordination with key stakeholders and partners.
The implementation of District rules to issue permits for consumptive use of water
and land development affecting environmental resources. Includes compliance and
monitoring activities and implementation of a water shortage program.
Goal: To prevent increases in
flooding and operate and
maintain the District’s regional
flood control projects.
Natural Systems
Goal: To protect and improve
natural systems within the
District.
Continuing Core
Programs
Goal: To provide an
organizational structure and
tools to deliver efficient and
cost-effective services.
Page 11
District Strategic Plan (FY 2015–FY 2019)
Core Mission Area
Page
50
Strategic Priority
Description
Surface Water Projects
51
Public Works
52
Land Resources
54
Administration
Implement surface water projects under way at the conclusion of the Indian River
Lagoon initiative.
The operation and maintenance of District physical assets. Includes levees, canals,
water control structures, navigation structures and roads on District-owned lands.
The maintenance of District-owned lands. Includes real estate services, fire
management, public use and recreation, invasive species management and security.
The provision of administration and physical support. Includes financial and business
systems, human resources, information technology, facilities, transportation and
equipment and emergency management.
Page 12
District Strategic Plan (FY 2015–FY 2019)
The below graphic provides a snapshot of the 15 initiative-related strategic priorities summarized by applied science, capital and/or cooperative
projects over the five-year planning period.
Page 13
District Strategic Plan (FY 2015–FY 2019)
The next sequence of graphics identifies milestones/deliverables associated with each initiative-related strategic priority.
Page 14
District Strategic Plan (FY 2015–FY 2019)
Page 15
District Strategic Plan (FY 2015–FY 2019)
Detailed information (description, strategies, milestones/deliverables and success indicators) for each of the 26 strategic priorities is provided on
the subsequent pages.
Page 16
District Strategic Plan (FY 2015–FY 2019)
Regional Water Supply Plans — Development and Implementation
Develop and implement technically sound, science-based solutions to ensure the availability of sufficient water for existing and future reasonablebeneficial uses and natural systems in coordination with key stakeholders and partners. (Realigned to Continuing Core Programs after FY
20142015.)
Strategy
Regional Water Supply Plans
(The District’s Water Supply Plan has a districtwide
focus and is comprised of regional plans that are
updated as needed — at a minimum, once every
five years. Water supply plans identify future water
supply needs for at least a 20-year planning
horizon, and programs and projects needed to
ensure sustainable supplies.)
FY 14‒15
Region 1 – North
Florida and Region
2 – North Central
Florida planning
efforts under way
FY 15‒16
Milestones/Deliverables
FY 16‒17
FY 17‒18
FY 18‒19
Activities transferred to other Strategic Priorities
Regional 3 –
Central Florida
Water Initiative
solutions plan
incorporated into
plan
Success Indicators:
1. Progress toward meeting future water demands in each of the four water supply planning regions
o Target:
Continued development and implementation of projects in partnership with water users
o Measure:
Number of projects
Water made available (million gallons per day [mgd])
2. Implement water conservation strategies to improve water use efficiencies
o Target:
Public water supply — Decrease in residential per capita water usage
o Measure:
Annual residential water usage per capita
o
o
Target:
Measure:
Agricultural water supply — Increase in percentage of agricultural acres utilizing efficient irrigation methods
Percent change in acres due to change in irrigation method
Page 17
District Strategic Plan (FY 2015–FY 2019)
Minimum Flows and Levels — Development and Prevention and Recovery Strategies
Protecting water resources from significant harm due to water withdrawals by establishing necessary and sufficient minimum flows and levels
(MFLs), re-evaluating MFLs as needed, and collaboratively developing technically, environmentally and economically feasible strategies to ensure
at-risk water bodies achieve their MFLs. (Realigned to Continuing Core Programs after FY 20142015.)
Strategy
FY 14‒15
MFLs Setting (S) and Re-evaluation (R)
(MFLs are established to define sustainable water
use while protecting the water resources from
significant harm caused by permitted withdrawals.)
FY 15‒16
Milestones/Deliverables
FY 16‒17
FY 17‒18
FY 18‒19
Green Springs
(Volusia County)
Silver Springs/Silver
River (Marion
County)
Activities transferred to other Strategic Priorities
Re-evaluate Lakes
Kerr and Tahoe
(Marion County)
Success Indicators:
1. MFLs setting and re-evaluation
o Target:
Protect water resources from significant harm due to water withdrawals by establishing necessary and
sufficient
MFLs and re-evaluating existing MFLs as needed
o Measure:
Percentage of annual Priority List and Schedule milestones met on schedule
Page 18
District Strategic Plan (FY 2015–FY 2019)
North Central Florida Water
For the Marion County/North Lake County region, develop and implement technically sound, science-based solutions to ensure the availability of
sufficient water for existing and future reasonable-beneficial uses and natural systems in coordination with key stakeholders and partners.
Strategy
North Central Florida Regional Water
Supply Plan
FY 15‒16
N/A
Begin
Preparation of draft
plan
(The District is developing a Water Supply Plan for
Region #2 that includes North Lake and Marion
Counties.)
Silver Springs/ Silver River and Lower
Ocklawaha River Prevention / Recovery
(P/R) Strategy
Milestones/Deliverables
FY 16‒17
FY 14‒15
Completion of draft
plan
FY 17‒18
FY 18‒19
N/A
N/A
Finalize the plan
N/A
Completion of the
updated draft P/R
strategy
N/A
N/A
N/A
Implement projects
Implement projects
Implement
projects
Implement
projects
Implement
projects
N/A
Complete
investigations
Complete
preliminary design
Complete
final design
Project construction
(Strategies for Silver Springs, Silver River and Lower
Ocklawaha MFLs.)
Implementing near-term Strategies
(Identify potential near-term projects to help meet
future water demand.)
Ocklawaha Recharge Project /
Alternative Water Supply Project (AWS)
(Identify potential long-term projects to help meet
future water demand.)
Success Indicators:
1. Implement near-term strategies (e.g. water conservation, reuse and lower aquifer production) prior to MFL P/R strategy plan approval
o Target:
Offset impacts from groundwater withdrawals
o Measure:
Project related offsets (in million gallons per day [mgd])
Page 19
District Strategic Plan (FY 2015–FY 2019)
North Florida Water
To ensure sustainable water supplies and protection of groundwater-dependent natural systems in partnership with key stakeholders in the
District’s north Florida region. (Realigned to Continuing Core Programs after FY 20162017.)
Strategy
North Florida-Southeast Georgia
Regional Groundwater Flow Model
(Develop the next generation regional-scale
groundwater flow model for north Florida using the
most appropriate science.)
North Florida Regional Water Supply
Plan
(The District and Suwannee River Water
Management District are collaborating to develop a
water supply plan for a region that includes 14
counties.)
North Florida Water Resource
Development Project
(Identify potential projects to help meet future
water demand.)
Clay-Putnam Lakes
Prevention/Recovery Strategy
(Clay and Putnam counties)
FY 14‒15
Complete initial
calibration and
predictive
scenarios
Complete water
resources
assessment and
compile project
options
Determine
potential concepts
and partners and
begin
investigation(s)
N/A
Milestones/Deliverables
FY 15‒16
FY 16‒17
Perform updates
Continued
to the steady-state
development of
model
data sets for the
transient model
Develop data sets
for the transient
model
Complete draft
Provide draft plan
plan
for Public review
Continue
investigations
Initiate selected
projects identified in
strategy
Formulate
strategies and
determine current
benefits and
partners for
implementation of
future projects
Initiate selected
projects identified in
strategy
FY 17‒18
FY 18‒19
Activities transferred to other
Strategic Priorities
Activities transferred to other
Strategic Priorities
Activities transferred to other
Strategic Priorities
Activities transferred to other
Strategic Priorities
(Strategy for the lakes Geneva, Brooklyn and
Cowpen MFLs.)
Page 20
District Strategic Plan (FY 2015–FY 2019)
North Florida Water (continued)
Success Indicators:
1. Develop a new regional groundwater model for use by the District and Suwannee River Water Management District (SRWMD) for
evaluating future water use demands in both planning and permitting
o Target:
Replacement of existing models with this new model
o Measure:
Percent complete
2. Complete a draft District-SRWMD jointly developed regional water supply plan for the area encompassed by the North Florida Regional
Water Supply Partnership (NFRWSP)
o Target:
Submittal of methods, results and draft document by the District and SRWMD for external review
o Measure:
Percent complete
Discussion and review by external stakeholders (i.e., NFRWSP Stakeholder Advisory Committee and North
Florida Utility Coordination Group)
Page 21
District Strategic Plan (FY 2015–FY 2019)
Central Florida Water
Work in partnership with Central Florida Water Initiative (CFWI) stakeholders to identify and further develop the Regional Water Supply Plan
(RWSP) projects to meet existing and future water demands within the central Florida area while sustaining water resources and related natural
systems. (Realigned to Continuing Core Programs after FY 20162017.)
Strategy
Taylor Creek Reservoir (TCR)
Improvement Project
(A project to change the current reservoir operating
schedule and corresponding water levels. Raising
the water level would increase the water supply
yield from the reservoir.)
CFWI Solutions Strategies Plan
(This plan will be incorporated into the CFWI
Regional Water Supply Plan. The plan will provide
relevant project information to further develop
specific water supply projects through partnerships
with water users.)
CFWI Water Resource development
projects
(CFWI draft plan calls for water management
districts to continue water resource development in
CFWI in addition to ongoing TCR and C-1 projects.
Primary focus is aquifer recharge for MFLs
prevention/recovery, operational aquifer storage
and recovery, and pilot demonstration projects to
implement potable reuse.)
FY 14‒15
Complete 30%
detailed design of
levee
improvements
Preparation of
draft plan
N/A
Milestones/Deliverables
FY 15‒16
FY 16‒17
Complete detailed
Continue
design of levee
construction
improvements
Begin construction
Completion of
draft plan
(November 2015)
Feasibility
investigation and
design of projects
FY 17‒18
FY 18‒19
Activities transferred to
other Strategic Priorities
N/A
Activities transferred to
other Strategic Priorities
Feasibility
investigation and
design of projects
Activities transferred to
other Strategic Priorities
Build cooperative
projects with
partners
Page 22
District Strategic Plan (FY 2015–FY 2019)
Central Florida Water (continued)
Success Indicators:
1. Completion of the jointly developed CFWI Solutions Strategies Plan
o Target:
Approval of plan by the District Governing Board
o Measure
Percent complete
2. Develop and implement projects to meet future water demands in central Florida
o Target:
Continued advancement of projects in partnership with SFWMD, SWFWMD and CFWI water users
o Measure:
Number of projects
Percent complete of design/construction
Water made available (million gallons per day [mgd])
3. Implement water conservation strategies to improve water use efficiencies
o Target:
Public water supply — Decrease in residential per capita water usage
o Measure:
Annual residential water usage per capita
SFWMD = South Florida Water Management District
SWFWMD = Southwest Florida Water Management District
Page 23
District Strategic Plan (FY 2015–FY 2019)
Water Conservation
Develop and implement water conservation practices and projects in a cooperative manner with key stakeholders for all water user categories.
(Concludes after FY 20162017.)
Strategy
Water Conservation
(Develop and implement water
conservation practices and projects in a
cooperative manner with key stakeholders
for all water user categories.)
FY 14‒15
Formulation of
team and team
charter
FY 15‒16
Inventory and
analysis of current
District efforts,
along with
potential new
opportunities
Institute
mechanism for
coordinated
implementation
of District efforts
Milestones/Deliverables
FY 16‒17
Strategy report with
recommendations on
current and new District
conservation efforts
Begin implementation of
strategy
(revise/continue/discontinue
current conservation efforts
and begin new efforts)
FY 17‒18
FY 18‒19
Strategic Priority
concludes
Success Indicators: To be developed.
Page 24
District Strategic Plan (FY 2015–FY 2019)
Sea Level Rise
Investigate water supply implications, estuarine water quality and coastal wetlands impacts associated with sea level rise. (Concludes after FY20172018.)
Strategy
Sea Level Rise Impact Assessment
FY 14‒15
Formulation of
team and team
chair
Milestones/Deliverables
FY 15‒16
FY 16‒17
FY 17‒18
Inventory and
Inventory and
Strategy report
analysis of current analysis of current
with
District efforts
District efforts
recommendation
FY 18‒19
Strategic Priority
concludes
Success Indicators: To be developed.
Page 25
District Strategic Plan (FY 2015–FY 2019)
Middle and Lower St. Johns River
Protect the water quality and ecological value of the middle and lower St. Johns River through science-based planning and prioritized
implementation of nutrient and other pollution reduction projects by leveraging District, local, state and federal resources. (Realigned to
Continuing Core Programs after FY 20152016.)
Strategy
Tri-county Agricultural Area Water
Management Partnership
(Assisting farmers and growers in Flagler, Putnam
and St. Johns counties in the Lower St. Johns River
Basin in the implementation of projects that
contribute to improving the health of the St. Johns
River and conserving groundwater resources.)
Nutrient Loadings Reduction
(Assessments and projects to reduce nutrient inputs
to the middle and lower St. Johns River from major
contributing tributaries and watershed areas.)
FY 14‒15
Implement the
cost-share
program for new
best management
practices (BMPs)
on additional
acreage
Lake George
gizzard shad
harvest
Assessment,
engineering and
design on other
cost-effective
nutrient reduction
Milestones/Deliverables
FY 15‒16
FY 16‒17
FY 17‒18
FY 18‒19
Implement the
cost-share
program for new
Activities transferred to other Strategic Priorities
BMPs on
additional acreage
Lake George
gizzard shad
harvest
Activities transferred to other Strategic Priorities
Assessment,
engineering and
design on other
cost-effective
nutrient reduction
Page 26
District Strategic Plan (FY 2015–FY 2019)
Middle and Lower St. Johns River (continued)
Success Indicators:
1. Reduced frequency, duration and densities of harmful algal blooms in freshwater sections
o Target:
Does not exceed 40 mg/L for more than 40 days per year
o Measure:
Chlorophyll–a concentrations
2. Obtain and/or maintain the following established surface water quality standards:
Dissolved oxygen (DO) level that supports healthy fish communities in the lower St. Johns River
o Target:
Achieve the lower St. Johns River site-specific alternative criteria (SSAC)
o Measure:
Continuous DO
Reduced total phosphorous (TP) concentrations in Lake Harney and Lake Monroe and the river in between so that annual average
concentrations do not exceed 0.070 mg/l.
o Target:
Annual average does not exceed 0.070 mg/L
o Measure:
TP concentrations
3.
Implement cost-effective nutrient loading reduction projects
o Target:
Cost-effective nutrient reduction projects
o Measure:
For each new project, estimated load reductions and total life cycle cost
Page 27
District Strategic Plan (FY 2015–FY 2019)
Northern Coastal Basins
Enhance and protect the water quality and ecological habitat of the coastal basins of northeast Florida by leveraging District resources and
developing cooperative working partnerships with federal, state, local and other stakeholders. (Realigned to Continuing Core Programs after FY
20152016.)
Strategy
Estuarine Habitat Rehabilitation
(Implement priority habitat restoration and
enhancement projects, including saltmarsh,
mangrove and oyster restoration.)
Watershed Management Plan
(Develop watershed management plan, including
water quality and habitat restoration components,
as well as data needs assessment and
recommendations.)
Shoreline Program
(Develop, receive endorsement and partner with
local stakeholders to implement a shoreline
stabilization and management program.)
FY 14‒15
Construct Phase 6
North Peninsula
State Park
saltmarsh
restoration (to the
extent of grant
funding
availability)
Implement
enhanced data
gathering
Complete year 1
of shoreline
program
Milestones/Deliverables
FY 15‒16
FY 16‒17
FY 17‒18
FY 18‒19
Complete
construction
associated with
2013 NOAA
Activities transferred to other Strategic Priorities
Coastal Habitat
Restoration Grant
Complete plan
Activities transferred to other Strategic Priorities
Complete year 2
of shoreline
program
Activities transferred to other Strategic Priorities
Prepare evaluation
report of living
shorelines and
techniques
Page 28
District Strategic Plan (FY 2015–FY 2019)
Northern Coastal Basins (continued)
Success Indicators:
1. Complete and implement Watershed Management Plan
o Target:
Complete plan by end of FY 2015‒2016
o Measure:
Percent complete of plan
2. Obtain local government endorsement of shoreline program and projects
o Target:
Local government endorsement of shoreline and other cost-share projects
o Measure:
Number of cost-share projects and local dollars matched
Page 29
District Strategic Plan (FY 2015–FY 2019)
Apopka/Upper Ocklawaha Basins
Restore the ecological, recreational and economic value of Lake Apopka and the Upper Ocklawaha River Basin by reducing nutrient levels and
refining lake level management consistent with flood protection priorities. (Realigned to Continuing Core Programs after FY 20152016.)
Strategy
Lake Level Management
(Develop lake level regimes that, when practicable,
avoid extreme low water levels and maintain higher
on average conditions with priority for maintaining
flood protection and protecting ecological systems.)
Water Quality and Restoration
Projects
(Utilize legislative appropriations for projects that
include innovative technologies for water quality
improvement, habitat restoration to improve water
clarity and recreational fisheries, and focused
nutrient-enriched sediment removal.)
Emeralda Marsh Area 3 Reconnection
(Reconnection of 500 acres of restored wetlands to
Lake Griffin by lowering levees or breaching levees.)
Lake Apopka North Shore (LANS)
(Infrastructure improvements to bring additional
water into the LANS to improve storage in the basin.)
FY 14‒15
Evaluate flood
impacts
Begin
construction of
selected projects
Reconnection
design and
permitting
Construct gated
inflow at lake
level canal
FY 15‒16
Implement
regulation
schedules
Milestones/Deliverables
FY 16‒17
Continue project
monitoring
Reconnect Area 3
pending
monitoring results
Repair weir,
upgrade pumps
and ancillary
improvements
FY 17‒18
FY 18‒19
Activities transferred to other Strategic Priorities
Activities transferred to other Strategic Priorities
Activities transferred to other Strategic Priorities
Activities transferred to other Strategic Priorities
Success Indicators:
1. Long-term water quality trends referenced by the Basin Management Action Plan
o Target:
Meet the target concentrations established total maximum daily loads for total phosphorous (TP)
o Measure:
Five-year running average based on data collection and loading estimates
2. Implementation of revised lake level management strategies
o Target:
Evaluate the potential for higher on average lake levels
o Measure:
Percent complete in the implementation of regulation schedules (approximately 10 percent)
Page 30
District Strategic Plan (FY 2015–FY 2019)
Upper St. Johns River
To develop and implement integrated strategies and protocols that optimize flood control, protect and enhance natural ecosystems, improve water
quality and provide for water supply for the upper St. Johns River. (Realigned to Continuing Core Programs after FY 20162017.)
Strategy
Fellsmere Water Management Area
(FWMA)
(FWMA will add an additional 10,000 acres of
restored wetlands to the headwaters of the St. Johns
River.)
Environmental Water Control Plan
(This plan establishes the operational protocols to
meet environmental criteria for the Upper St. Johns
River Basin.)
St. Johns Marsh Conservation Area
(SJMCA) Hydrologic Restoration
(Structural and/or internal improvements designed to
improve the hydrology of the SJMCA [23,200 acres]
thereby reducing over drainage of the organic soils.)
Milestones/Deliverables
FY 16‒17
N/A
FY 14‒15
Continue
construction of
project features
FY 15‒16
Complete
construction of
priority features
Complete plan
revisions
N/A
N/A
Complete
construction of
two C-40 canal
plugs and repair
of E-7 plug as
part of interim
plan
Two-dimensional
model and final
plan development
Implementation of
final restoration
plan
FY 17‒18
FY 18‒19
Activities transferred to
other Strategic Priorities
Activities transferred to
other Strategic Priorities
Activities transferred to
other Strategic Priorities
Success Indicators:
1. Complete construction of FWMA and SJMCA improvements
o Target:
Operation of completed Upper St. Johns River Basin (USJRB) project
o Measure:
Percent complete of construction of remaining project features
2. Complete revisions to the Environmental Water Control Plan
o Target:
Incorporate the revised Environmental Water Control Plan into the U.S. Army Corps of Engineers’ Final Water
Control Manual for the USJRB project
o Measure:
Percent complete of the revised Environmental Water Control Plan
Page 31
District Strategic Plan (FY 2015–FY 2019)
Indian River Lagoon Protection
Protect and restore the water quality and ecological habitat of the Indian River Lagoon by leveraging District resources and working with the
National Estuary Program and its partners. (Realigned to Continuing Core Programs after FY 20172018.)
Strategy
Algal Bloom Investigation
(An enhanced scientific effort to gain a deeper
understanding of the lagoon’s nutrient dynamics and
to enhance predictive modeling capabilities for
improved management techniques.)
Wheeler Stormwater Park
(A regional 30-acre stormwater treatment park to
remove nutrients and sediments from the Sottile
Canal prior to discharge into the St. Sebastian River
and the lagoon.)
C-10 Reservoir
(C-1 Rediversion, Phase 2)
(Upgrading the pumping capacity of the C-1
Rediversion pump stations to divert additional storm
water from the lagoon to the St. Johns River.)
Eau Gallie River Dredging
(Removing approximately 625,000 cubic yards of
muck from the Eau Gallie River main stem and Elbow
Creek.)
FY 17‒18
Complete
investigation
Complete phase 1
expansion
N/A
N/A
Finalize design
Construction 50%
complete
Complete
construction
FY 15‒16
Complete year 2
investigation
Complete weir
construction
Complete phase
2 pond
Submit permit
applications
(A 1,500-acre reservoir that will receive untreated
storm water from the Melbourne Tillman canal
system, provide treatment and redivert the water
back to its historical watershed, the St. Johns River.)
Sawgrass Lake Pump Station Upgrades
Milestones/Deliverables
FY 16‒17
Complete year 3
investigation
FY 14‒15
Complete year 1
investigation
Initiate
construction
Complete
construction
N/A
N/A
N/A
Begin design and
permitting
Complete design
Initiate dredging
Complete dredging
FY 18‒19
Activities
transferred to
other Strategic
Priorities
Begin construction
Page 32
District Strategic Plan (FY 2015–FY 2019)
Indian River Lagoon Protection (continued)
Success Indicators:
1. Enhanced science and understanding
o Target:
Algal bloom investigation complete by end of FY 2016‒2017
o Measure:
Percent complete of investigation
2. Improve nutrient reduction to Indian River Lagoon
o Target:
Increase rediversion from the lagoon to the St. Johns River through construction of Sawgrass Lake pump
upgrades and C-10 Reservoir
o Measures:
Total annual re-directed flow volume and the percentage of redirected basin flow
Page 33
District Strategic Plan (FY 2015–FY 2019)
Springs Protection
Utilize District resources to develop and coordinate the protection and restoration of major springs. (Realigned to Continuing Core Programs after
FY 20162017.)
Strategy
Springs Protection Initiative Science
(A multi-disciplinary approach that includes a
combination of monitoring, modeling and scientific
investigations is necessary to fully address the decline
of springs in terms of flow rates and water quality.)
Springs Protection Initiative CostShare Projects
(Includes a sum of the cost-share funding to be
solicited by outside entities to provide funding for
projects that support the goals and objectives of the
Springs Protection Initiative.)
FY 14‒15
Continue and
initiate
experimental
research
elements
Solicit
cooperators
Combine with
DEP funds
Contract
development and
management
Milestones/Deliverables
FY 15‒16
FY 16‒17
Continue
Continue
experimental
experimental
research elements
research and
reporting
Initiate
identification of
Continue
cost-effective,
identification of
science-based
cost-effective,
restoration
science-based
projects
restoration
projects
Solicit cooperators Solicit cooperators
Combine with DEP
funds
Combine with DEP
funds
Contract
development and
management
Contract
development and
management
FY 17‒18
FY 18‒19
Activities transferred to other
Strategic Priorities
Activities transferred to other
Strategic Priorities
DEP = Florida Department of Environmental Protection
Page 34
District Strategic Plan (FY 2015–FY 2019)
Springs Protection (continued)
Success Indicators:
1. Achieve sufficient scientific understanding to direct cost-effective, long-term solutions for restoration of major springs
o Target:
Execute science work plan in budget and on schedule
o Measure:
Percent of budget expended; percent of projects complete
2. Actively improve water quality and quantity in major springs via leveraging of District financial resources
o Target:
Continued, aggressive cost-share project improvements in partnership with local governments and utilities
o Measure:
Number of projects
Money invested (District and collectively)
Nitrogen reduction achieved
Groundwater offset/increase achieved
Page 35
District Strategic Plan (FY 2015–FY 2019)
Flood Protection
Develop a System-wide Improvement Framework (SWIF) for levee and water control structure maintenance and restoration, and leverage the SWIF
to institute standardized levee and water control structure operations, maintenance and inspection protocols. (Realigned to Continuing Core
Programs after FY 20152016.)
Strategy
System-Wide Improvement
Framework (SWIF)
FY 14‒15
SWIF
development
FY 15‒16
SWIF submitted
and approved by
USACE
Rehabilitation on
S-96 and S-96B
Rehabilitation on
S-164 gates and
concrete
(To remedy system deficiencies identified by U.S.
Army Corps of Engineers [USACE] inspections of
levees.)
Flood Protection Levee and Structure
Maintenance
(The District operates and maintains 103 miles of
federal flood protection levees and water control
structures. The District repairs and rehabilitates the
levees and water control structures on a scheduled
basis for the purpose of maintaining a safe flood
control system.)
Routine and Prescriptive Inspection
and Maintenance Protocols
(The District inspects and performs preventive
maintenance on all of its flood control systems. The
District is working on improving the inspection and
preventive maintenance by developing improved
inspection and maintenance protocols.)
Complete phase
1 of levee
restoration
Complete phase 2
of levee
restoration
Update or create
technology tools
N/A
Milestones/Deliverables
FY 16‒17
FY 17‒18
FY 18‒19
Activities transferred to other
Strategic Priorities
Activities transferred to other
Strategic Priorities
Activities transferred to other
Strategic Priorities
Success Indicators:
1. Federal flood protection infrastructure meets USACE acceptable standards
o Target:
USACE rating of “minimally acceptable” (or better) within five-year SWIF implementation period
o Measure:
Routine inspection reports indicate continued progress on correcting deficient items
2. Flood protection levees and water control structures provide level of service as designed
o Target:
Federal levee cross-sections are restored and major water control structures are rehabilitated to as-built
condition or better, and placed into routine inspection and maintenance cycles
o Measure:
Completion of restoration of the levee segments and rehabilitation of the water control structures as identified
in the project plans
Page 36
District Strategic Plan (FY 2015–FY 2019)
Land Management Enhancement
To identify and implement restoration and vegetation management projects on District-owned lands to enhance long-term ecologic and hydrologic
conditions. (Concludes after FY 20162017.)
Strategy
Develop Geographic Information
System (GIS) Technology and Spatially
Linked Abilities
(Enhance technology to manage restoration and
invasive plant management activities focused on
Carolina willow and old world climbing fern.)
Survey, Identify and Prescribe
Treatments
(Develop GIS database structure to facilitate the
development of baseline assessments of invasive
plant infestations, survey and monitoring of
treatments, post treatment monitoring, and to
provide a platform to perform analysis to plan
vegetation management strategies.)
Florida Department of Transportation
(FDOT)-Funded Mitigation Projects
(Implementation of regional mitigation projects on
District lands that are funded by FDOT to compensate
for adverse environmental impacts of transportation
projects.)
Planning Documents
(District staff develop planning documents to
prioritize and coordinate the treatment of Carolina
Willow and other invasive plants.)
FY 14‒15
Identify and
develop survey
methods and
protocol
Conduct surveys
and treatments;
compile and
analyze data
Milestones/Deliverables
FY 15‒16
FY 16‒17
Develop treatment Develop planning
data collection
tools and protocol
criteria and posttreatment
monitoring
protocol
Conduct surveys
Complete UAV
and treatments;
willow survey pilot
compile and
project
analyze data
Conduct surveys
and treatments;
compile and
analyze data
Identify, plan and direct implementation of
FDOT-funded projects on District lands
Prepare
compendium on
the treatment of
Carolina willow
and the
restoration and
enhancement of
herbaceous
marshes
Prepare Carolina
willow
Management Plan
FY 17‒18
FY 18‒19
Strategic Priority
concludes
Strategic Priority
concludes
Strategic Priority
concludes
Revise District
Invasive Plant
Management Plan
Strategic Priority
concludes
Page 37
District Strategic Plan (FY 2015–FY 2019)
Land Management Enhancement (continued)
Success Indicators:
1. Improve GIS-based technology capabilities for identifying, managing and planning restoration and invasive plant management activities
on District lands
o Target:
Identify, develop and implement use of spatially linked techniques for condition assessments, survey and
monitoring efforts, data storage, evaluation and planning of restoration and invasive plant management
projects
o Measure:
Percent complete of identified tasks
2. Restoration and invasive plant management survey and treatment
o Target:
Survey Upper St. Johns River Basin and Ocklawaha River Basin for presence and coverage of Carolina willow and
old world climbing fern; treat a minimum of 7,000 acres per year of old world climbing fern; treat a minimum of
5,000 acres per year of Carolina willow
o Measure:
Percent of annual survey and treatment acres complete
3.
Management plans
o Target:
o
Measure:
Develop plans that detail strategies for Carolina willow management and District invasive plant management
activities to improve ecologic and hydrologic conditions
Annual completion of identified documents, drafts and plans
Page 38
District Strategic Plan (FY 2015–FY 2019)
Agriculture Partnership
Ensure that agricultural and District stakeholder needs are met in the shared goal of sustainable use and protection of water resources for the
benefits of the people of the District and the state of Florida.
Strategy
Districtwide Agricultural Cost Share
Program
(Provide financial assistance to assure
sustainability of agriculture within the District
while engaging farmers in the shared goal of water
conservation and nutrient reduction.)
FY 14‒15
Roll out of the
districtwide
agricultural costshare program
By Middle Lower
St. Johns River
Initiative
Tri-County Agricultural Area (TCAA)
Water Management Partnership
N/A
(Assisting farmers and growers in Flagler, Putnam
and St. Johns counties in the Lower St. Johns River
Basin in the implementation of projects that
contribute to improving the health of the St. Johns
River and conserving groundwater resources.)
Districtwide Expansion of the
Agricultural BMP Optimization
Model
(Financial assistance is necessary to assist farmers
and growers sustain agricultural production and
water quality and conservation goals. The BMP
Optimization Model will provide resource
managers a decision tool to evaluate cost-share
applications and assure cost effectiveness.)
N/A
Milestones/Deliverables
FY 15‒16
FY 16‒17
FY 17‒18
Develop program Solicit applications Solicit applications
for districtwide Ag and select projects and select projects
Cost Share
for funding
for funding
Solicit applications
and select projects
for funding
Develop and
manage contract
Implement the
cost-share
program for new
best management
practices (BMPs)
on additional
acreage
Enhance the
existing agriculture
BMP optimization
model for TCAA to
be used to
evaluate BMP cost
and nutrient
reduction
effectiveness
FY 18‒19
Solicit applications
and select projects
for funding
Develop and
manage contracts
Develop and
manage contracts
Develop and
manage contracts
Implement the
cost-share
program for new
BMPs on
additional acreage
Implement the
cost-share
program for new
BMPs on
additional acreage
Implement the
cost-share
program for new
BMPs on
additional acreage
Districtwide
expansion of
agricultural BMP
optimization
model to include
Marion County
Districtwide
expansion of
agricultural BMP
optimization
model to include
remaining 14
counties
Apply the
agricultural BMP
optimization
model to evaluate
BMP cost and
nutrient reduction
effectiveness
associated with
the districtwide Ag
cost-share
program
Page 39
District Strategic Plan (FY 2015–FY 2019)
Agriculture Partnership (continued)
Success Indicator:
1. Agriculture Advisory Committee
o Target:
Increase communication between agricultural industry and the District
o Measure:
Number of meetings held and presentation of minutes to the Governing Board
2. Agricultural Assistance
o Target:
Provide assistance to the agricultural community for CUP and ERP permitting and exemption determination
o Measure:
Number of agricultural assistance activities documented in E-Reg
3. Outreach to Agricultural Producers
o Target:
Increase visibility of District as a partner to the agricultural community
o Measure:
Number of speaking engagements and collaborative meetings attended
4. Implement cost-effective water conservation and nutrient loading reduction projects
o Target:
Cost-effective water conservation and nutrient reduction projects
o Measure:
For each new project, estimated load reductions and water savings per total life cycle cost
Page 40
District Strategic Plan (FY 2015–FY 2019)
Cost-share
The implementation of a coordinated and focused program to leverage District funds by engaging partners in sharing the expense of cost-effective
water management projects. Includes annual cost-share funding solicitation and implementation of legislatively funded cooperative projects.
Strategy
FY 14‒15
Continue cost-share funding program
(The implementation of a coordinated and focused
program to leverage District funds by engaging
partners in sharing the expense of cost-effective
water management projects, including alternative
water supply, water quality improvements and water
conservation. Includes annual cost-share funding
solicitation and implementation of legislatively
funded cooperative projects,)
Success Indicator:
1. Cost-share funding
o Target:
o
Measure:
Milestones/Deliverables
FY 16‒17
FY 17‒18
Ongoing
(Annual project solicitation and ranking process)
FY 15‒16
FY 18‒19
Provide cost-effective funding for projects that will result in water conservation, alternative water supply
development, water quality/nutrient-loading and water resource development
Number of cost-share contracts approved by the Governing Board
Dollars per pound of nutrient removal
Dollars per million gallons per day (mgd) of water supply developed
Page 41
District Strategic Plan (FY 2015–FY 2019)
Outreach
The communication of District projects, issues and activities; technical assistance and support; and relationship development with external
stakeholders. Includes federal, state and local elected officials and their staffs; news media, professional and community groups, special interest
groups and the general public.
Strategy
Public Communications
(Proactively communicate and distribute information
about District issues, programs and projects to the
media, public and stakeholders.)
Intergovernmental and Support
(Provide water resource information and support to
federal, state and local elected officials and their
staffs.)
Technical Assistance
(Provide technical assistance to local governments,
regional planning councils and state agencies.)
Milestones/Deliverables
FY 14‒15
FY 15‒16
FY 16‒17
FY 17‒18
FY 18‒19
Disseminate accurate and timely information through website, news releases,
newsletter, social media and other appropriate methods
Provide information and support on water resource issues and District programs and
projects through meetings, presentations, tours and other appropriate methods
Provide technical assistance through review of comprehensive plans, developments of
regional impact and proposed federally funded projects/studies
Success Indicators:
1. Public communications
o Target:
Meet or exceed public communications contacts from previous fiscal year
o Measure:
Number of contacts completed compared to previous fiscal year
2. Intergovernmental and support
o Target:
Meet or exceed governmental contacts from previous fiscal year
o Measure:
Number of federal, state and local government contacts completed compared to previous fiscal year
3. Technical assistance
o Target:
o Measure:
Complete all reviews and requests for technical support by the required deadline
Percentage completed by the required deadline
Page 42
District Strategic Plan (FY 2015–FY 2019)
Water Resources Data Systems
The planning, design, construction, maintenance, collection and processing of water resources data. Includes hydrologic, hydrogeologic, water
quality, water quantity and biological data networks established for long-term monitoring of water resources.
Strategy
Database/Telemetry Network
(The District operates and maintains more than
1,100 telemetry monitoring stations [including new
water quality stations]. Obtaining data via
telemetry delivers more value and is cost-effective
relative to costs for ongoing maintenance and
repair.)
Biological Monitoring
(District staff complete toxicity tests and biological
surveys to ascertain the health of aquatic
communities.)
Well Construction
Milestones/Deliverables
FY 14‒15
FY 15‒16
FY 16‒17
FY 17‒18
FY 18‒19
Convert 60 radio
Convert up to 60 radio telemetry sites to cellular telemetry
telemetry sites to
cellular telemetry;
convert 15
MOSCAD systems
to Campbell
Scientific
Monitor 20 monthly and 60 seasonal seagrass transects; collect toxicity samples
for all reported/observed algal blooms
Construct two Lower Floridan aquifer monitoring wells per year
(The District constructs wells for exploratory testing
of water quality.)
Water Quality Monitoring
Collect 5,500 surface water and groundwater samples for delivery to laboratory
(The District’s water quality monitoring network is
comprised of approximately 420 long-term
sampling stations located on rivers, streams and
lakes and 400 wells throughout the District’s service
area. Stations are sampled for a variety of analytes,
including nutrients, major ions and physical
measurements.)
Hydrologic Monitoring
Collect hydrologic data from all District stations with less than 1 percent missing archival data
(The District operates and maintains more than
2,000 monitoring stations and processes data from
more than 350 additional sites. More than 8 million
measurements are collected, verified, processed
and stored each year.)
Laboratory/Sample Analyses
Analyze 5,500 samples for approximately 200,000 analytes and store in final databases
(The District’s laboratory analyzes ambient samples.
Results from 200,000 analytes are stored at the
District in a dedicated database and are also
uploaded to the U.S. Environmental Protection
Agency’s national Storage and Retrieval [STORET]
database.)
Page 43
District Strategic Plan (FY 2015–FY 2019)
Water Resources Data Systems (continued)
Success Indicators:
1. Well construction
o Target:
o Measure:
Expansion of the Lower Floridan aquifer monitoring network
Number of new Lower Floridan aquifer wells
2. Water quality monitoring
o Target:
75 percent of samples analyzed, uploaded and approved by analyst within 50 percent of hold time after
sample login
o Measure:
Percentage of samples approved by analyst within 50 percent of hold time after sample login
Page 44
District Strategic Plan (FY 2015–FY 2019)
Water Resources Assessments
The analysis and review of data to assess the condition of water resources and the effectiveness of water management and restoration programs.
Includes hydrologic conditions reporting, surface and groundwater assessments, status and trends assessments and participation in the statewide
sea level rise and climate change task force.
Strategy
Milestones/Deliverables
FY 15‒16
FY 16‒17
FY 17‒18
FY 18‒19
Annual water resources status and trends reports
Annual water quality assessments for DEP basin management action plans
and total maximum daily loads updates
Indian River
Indian River
Indian River
Indian River
Indian River
Lagoon seagrass
Lagoon drift algae
Lagoon seagrass
Lagoon drift algae
Lagoon seagrass
assessment
assessment
assessment
assessment
assessment
Complete EastComplete Central
N/A
N/A
Complete Water
Central Florida
Springs Model
Supply Impact
Transient Model
Study water
Complete North
quality model
Florida /
enhancements
Southeast Georgia
Model
FY 14‒15
Water Resource Assessments
(Analyses and assessments of ecology, groundwater,
surface water and minimum flows and levels within
the District, including the upper, lower and middle St.
Johns River basins, Lake Apopka, Upper Ocklawaha,
Orange Creek, Indian River Lagoon and Northern
Coastal basins.)
Success Indicators:
1. Status and trends
o Target:
o Measure:
2. Regional modeling
o Target:
o Measure:
Determine the status and trends of District water quality and environmental data
Annual reports
Determine water use and water demand effects on the groundwaters of east-central Florida
Fully calibrated and operating East-Central Florida Transient Groundwater Model
Page 45
District Strategic Plan (FY 2015–FY 2019)
Water Supply Planning and Project
Implementation
Develop and implement technically sound,
science-based solutions to ensure the availability
of sufficient water for existing and future
reasonable-beneficial uses and natural systems in
coordination with key stakeholders and partners.
Identification of Water Supply Planning Regions
The five water supply planning regions (shown in
Figure 2) together encompass the entire District,
and the District is currently, or will be,
conducting water supply planning in each of
these regions. As part of each regional water
supply plan, the District intends to include an
update to the applicable portion of its most
recent districtwide water supply assessment. The
results of the updated assessment will determine
the extent of planning conducted in a particular
planning region. Each plan, including the relevant
updated assessment, will be updated every five
years. Planning will also be supported by an
annually updated districtwide baseline estimate
of population and water use for the next 20
years.
Figure 2. Water Supply Planning Regions
Page 46
District Strategic Plan (FY 2015–FY 2019)
Water Supply Planning and Project Implementation (continued)
Strategy
FY 14‒15
Regional Water Supply Plans
N/A
(The District’s water supply planning approach is
comprised of five regional plans that will be
updated as needed – at a minimum of once every
five years. Plans identify future water supply needs
for at least a 20-year planning horizon, and
programs and projects to ensure sustainable
supplies.)
Implementation of water resource
development projects
N/A
Milestones/Deliverables
FY 15‒16
FY 16‒17
FY 17‒18
Region 4 (Brevard, Region 1 ― North
Region 4 plan
Indian River and
Florida and Region
completed
Okeechobee
2 ― North Central
counties) planning
Florida plans
effort under way
completed
Implementation of
projects
Region 5 (Volusia
County) plan
under way
Implementation of
projects
Implementation of
projects
FY 18‒19
Region 5 (Volusia
County) plan
completed
Region 3 ―
Central Florida
Water Initiative
plan ― initiate
five-year update
Implementation of
projects
Success Indicator: To be developed.
Page 47
District Strategic Plan (FY 2015–FY 2019)
Regulatory Services
The implementation of District rules to issue permits for consumptive use of water and land development affecting environmental resources.
Includes compliance and monitoring activities and implementation of a water shortage program.
Strategy
Consumptive Use Permitting
(The District authorizes water use through the
issuance of consumptive use permits [CUPs].)
Environmental Resource Permitting
(The District authorizes new development or
construction activities through the issuance of
environmental resource permits [ERPs].)
FY 14‒15
Consumptive Use
Permitting
Consistency
(CUPcon)
Implementation
CUPcon Phase II
rulemaking
State Wide
Environmental
Resource
Permitting
(SWERP) Phase II
implementation
FY 15‒16
CUPcon Phase II
Implementation
UMAM
implementation
Milestones/Deliverables
FY 16‒17
N/A
FY 17‒18
N/A
FY 18‒19
N/A
N/A
N/A
N/A
Uniform
Mitigation
Assessment
Methodology
(UMAM)
rulemaking
Compliance and Enforcement
Activities
This strategy has continuous/ongoing milestones/deliverables
(District permits are issued with conditions that must
be followed, including compliance inspections.)
Agricultural Assistance Team
This strategy has continuous/ongoing milestones/deliverables
(The District formed the Agricultural Assistance Team
in March 2011 to streamline the permitting process
and enhance assistance provided to the agricultural
community.)
Page 48
District Strategic Plan (FY 2015–FY 2019)
Regulatory Services (continued)
Success Indicators:
1. Efficiency
o Target:
o Measure:
Promote the submittal of permit applications using e-permitting
Maintain an online submittal rate exceeding 80 percent for all permit types
2. Efficiency
o Target:
o Measure:
Process ERP applications in an efficient manner
Issue ERP with a median of 30 days or less (receipt to issuance)
3. Efficiency
o Target:
o Measure:
Process CUP applications in an efficient manner
Issue CUP with a median of 36 days or less (receipt to issuance)
4. Efficiency
o Target:
o Measure:
Conduct compliance site inspections in an efficient manner
Conduct 3,500 site inspections or more per year
5. Efficiency
o Target:
o Measure:
Provide efficient agricultural assistance to permittees
Provide assistance to 100 permittees or more per year
Page 49
District Strategic Plan (FY 2015–FY 2019)
Surface Water Projects
Design, construction, operation and maintenance of surface water projects that improve water supply and/or water quality.
Strategy
Surface Water Project
Implementation
FY 14‒15
N/A
FY 15‒16
N/A
Milestones/Deliverables
FY 16‒17
N/A
FY 17‒18
N/A
FY 18‒19
To be identified in
future plans
Success Indicator: To be developed.
Page 50
District Strategic Plan (FY 2015–FY 2019)
Public Works
The operation and maintenance of District physical assets. Includes levees, canals, water control structures, navigation structures and roads on
District-owned lands.
Strategy
FY 14‒15
Operation and Maintenance
Milestones/Deliverables
FY 15‒16
FY 16‒17
FY 17‒18
Continue operation and maintenance activities
FY 18‒19
(Complete project operations and maintenance as
directed in the Bureau of Public Works’ work plan.)
Structure Maintenance
N/A
N/A
N/A
N/A
(The District repairs and rehabilitates water control
structures on a scheduled basis for the purpose of
maintaining a safe flood control system.)
Levee Maintenance
(The District operates and maintains 103 miles of
federal flood protection levees and water control
structures. The District repairs and rehabilitates the
levees on a scheduled basis for the purpose of
maintaining a safe flood control system.)
Rehabilitation on
S-96A and S-96C
gates and Moss
Bluff Dam
Complete phase 3
of levee
restoration
Rehabilitation on
S-96B concrete
Complete phase 4
of levee
restoration
Rehabilitation on
S-96C concrete
N/A
Success Indicator:
1. Operation and maintenance activities
o Target:
Identify and complete operation and maintenance activities for District physical assets on a fiscal year basis
o Measure:
Completed operation and maintenance activities each fiscal year
2. Flood protection levees and water control structures provide level of service as designed
o Target:
Federal levee cross-sections are restored and major water control structures are rehabilitated to as-built
condition or better, and placed into routine inspection and maintenance cycles
o Measure:
Completion of restoration of the levee segments and rehabilitation of the water control structures as identified
in the project plans
Page 51
District Strategic Plan (FY 2015–FY 2019)
Land Resources
The maintenance of District-owned lands. Includes real estate services, fire management, public use and recreation, invasive species management,
restoration and security.
Strategy
Lake Apopka Habitat and Access
Improvements
(Dredging to improve boating access, dock
improvements, parking, restrooms and basic facilities
for public use.)
Access to District Lands
(Six projects have been identified to provide increased
public access to District lands.)
FY 14‒15
Complete wildlife
drive
improvements
Install picnic
pavilions at Moses
Creek, Orange
Creek and
Longleaf
Flatwoods
Construct two
remaining picnic
structures
Land Management Activities
(Primary management activities are invasive plant
management and prescribed burns.)
Conduct 52
prescribed burns
completed on
11,000 acres
Milestones/Deliverables
FY 15‒16
FY 16‒17
FY 17‒18
Complete
N/A
N/A
dredging and
continue dock and
facilities
improvements
Construct fishing
N/A
Construct fishing
pier and boat
pier and boat
launch at the C-1
launch at the C-10
area and levee
area of Three
crossing in the
Forks
Three Forks
Conservation Area
Conservation Area
in Brevard County
FY 18‒19
N/A
N/A
Construct a
culvert access to
Area VII of the
Emeralda Marsh
Conservation Area
Conduct ongoing invasive plant management
Conduct ongoing prescribed burns
Treat 4,000 acres
of invasive plants
Operation and Maintenance
Continue operation and maintenance activities
(Contracted services for mowing, aerial application
on invasive plants, tree planting, security services and
helicopter services for prescribed burns.)
Page 52
District Strategic Plan (FY 2015–FY 2019)
Land Resources (continued)
Strategy
FY 14‒15
Adaptive Management of Wetland
Restoration Areas
Milestones/Deliverables
FY 15‒16
FY 16‒17
FY 17‒18
Continue adaptive management activities
FY 18‒19
(Facilitating the application of science in the
restoration process.)
Success Indicators:
1. Land management
o Target:
Measure:
Healthy managed ecosystems on District lands
Percent of District property rated Level 1 or Level 2 (out of 4) on scale of Ecological Condition Class
2. Operation and maintenance activities
o Target:
Identify and complete operation and maintenance activities on District lands on a fiscal year basis
o Measure:
Completed operation and maintenance activities each fiscal year
Cost per acre
Page 53
District Strategic Plan (FY 2015–FY 2019)
Administration
The provision of administration and physical support. Includes financial and business systems, human resources, information technology, facilities,
transportation and equipment and emergency management.
Strategy
Continuous Improvement
(Ensure strategic priorities are aligned with the
District’s vision; enable and empower the
organization to drive continuous improvement.)
FY 14‒15
Enable process
optimization
through expansion
of the Six Sigma
Green Belt
process
Improve resource
allocation using
project
management
software (Daptiv)
Workforce Development
(A workforce development plan was adopted in FY
2012‒2013.)
Ongoing
alignment
enhancements
and
improvements
Update workforce
development plan
FY 15‒16
Ongoing process
optimization
through
Six Sigma Green
Belt projects
Milestones/Deliverables
FY 16‒17
FY 17‒18
Ongoing process
Ongoing process
optimization
optimization
through
through
Six Sigma Green
Six Sigma Green
Belt projects
Belt projects
FY 18‒19
Ongoing process
optimization
through
Six Sigma Green
Belt projects
Ongoing
alignment
enhancements
and
improvements
Ongoing
alignment
enhancements
and
improvements
Ongoing
alignment
enhancements
and
improvements
Ongoing
alignment
enhancements
and
improvements
N/A
Update workforce
development plan
N/A
N/A
Page 54
District Strategic Plan (FY 2015–FY 2019)
Administration (continued)
Strategy
FY 14‒15
FY 15‒16
Milestones/Deliverables
FY 16‒17
FY 17‒18
FY 18‒19
Facilities Management
(Maintenance and repair activities on District-owned
office, warehouse and maintenance buildings.)
Emergency Management
(The District maintains an emergency management
program in which staff coordinate emergency
response efforts with local governments and state
and federal agencies. In addition, staff handle
recovery and mitigation efforts to return District
facilities to normal operation after a disaster.)
Continue administration activities
Financial and Business Systems
(Process accounting, budge, and procurement
transactions and maintain records to demonstrate
legal and regulatory compliance.)
Innovative Technology Solutions
(Innovative technology that improves the overall
efficiency and effectiveness of the District’s
programs.)
Success Indicators:
1. Cost-effectiveness
o Target:
o Measure:
Provide cost-effective and efficient support for the District’s programs
Support services costs as a percentage of the District’s total costs
4. Continuous improvement
o Target:
Optimize District staff resource allocation and processes
o Measure:
Number of Green Belt projects identified and completed
Percent implementation of the resource module in Daptiv
Page 55
District Strategic Plan (FY 2015–FY 2019)
II.
Five-Year Strategic Budget
The strategic budget reflects the five-year work plans developed by teams for each of the 15 initiative-related strategic priorities. The work plans
identify specific projects for each initiative-related strategic priority. The projects are loaded into the District’s management and reporting tool to
allow effective oversight. Projections for the continuing core programs-related strategic priorities are primarily a continuation of the level of effort
included in the FY 2014‒2015 program budget adjusted for funding transfers of remaining efforts from concluded initiatives.
A goal of the five-year strategic budget is to ensure adequate fiscal resources exist for the District to meet its core missions in a fiscally responsible
manner. Fundamental to the District’s long-term fiscal health is the expectation that each fiscal period will be self-sustaining, with recurring
revenues sufficient to fund recurring expenditures. This budgetary concept, which inhibits the use of “one time money” to fund operations, is
referred to as “structural integrity.” The detailed work plans provide an effective means for staff to analyze the funding requirements and to
evaluate potential revenue sources, including redistribution of fund balances to maintain a structurally balanced budget.
Table 1 on the next page provides the funding requirements for each of the Strategic Priorities by year for the planning period; whereas Figure 3, on
page 58, groups the funding requirements for each fiscal year by Initiative, the Cost-Share Continuing Core Program and the remaining Continuing
Core Programs.
Page 56
District Strategic Plan (FY 2015–FY 2019)
Table 1. Five-Year Strategic Budget Detail
Page 57
District Strategic Plan (FY 2015–FY 2019)
Five-Year Strategic Budget
(FY 2015FY 2019)
$180
$160
$140
In Millions
$120
$100
$80
$60
$40
$20
$FY 2014-2015
FY 2015-2016
Core Continuing Program
FY 2016-2017
Cost-share
FY 2017-2018
FY 2018-2019
Initiative
Figure 3. Five-Year Strategic Budget Summary
Page 58
District Strategic Plan (FY 2015–FY 2019)
Financial Resources
The District’s FY 2014‒2015 budget is structurally balanced. After identifying all known revenue sources for the five-year period (see Figure 4 below)
and comparing with planned expenditures (see Strategic Budget Detail, Table 1, page 57), a funding a shortfall for FY 2015‒2016 through FY 2018‒
2019 exists that will require additional funding from External Revenue Sources. Figure 5 summarizes the total amount for each revenue funding
source for the total planning period.
Five-Year Revenue Projections by Funding Source
In Millions
$180
$160
$140
$120
$100
$80
$60
$40
$20
$Amended
FY 14-15
Projected
FY 15-16
District Sources
Projected
FY 16-17
Use of Fund Balance
Projected
FY 17-18
Projected
FY 18-19
External (Existing)
Figure 4. Five-Year Revenue Projections by Funding Source
Page 59
District Strategic Plan (FY 2015–FY 2019)
Five-Year Revenue ― All Sources
$109.6
District
In Millions
$70.3
Fund Balance
$446.6
External (Existing)
$139.8
External
(Unappropriated)
Total = $766.3 Million
Figure 5. Five-Year Revenue All Sources
Below are detailed descriptions of the funding sources.
District Sources ― $446.6 million
The District collects approximately $89 million per year in recurring revenues, used primarily to support its continuing core programs. As a matter of
policy, the District limits recurring operating expenses to 90 percent of the recurring revenues, thereby creating approximately $8.9 million per year
of cash flow to support the cost-share program.
The District’s future revenue capacity is positive, with a current millage of 0.3164, which is below the statutory cap of 0.6 mil. The financial planning
assumption for property tax revenues, the District’s largest revenue source, is based on the projected rolled-back rate. The rolled-back rate
calculation, as defined in Florida Statutes, essentially provides the same tax revenue as the previous year plus tax revenue from new construction.
The District is projecting continued positive state and local economic trends that will support sustainable local revenue growth.
Page 60
District Strategic Plan (FY 2015–FY 2019)
Fund Balance
Fund balance is classified using a hierarchy based primarily on the extent to which a government is bound to observe constraints imposed on the
use of the resources reported in governmental funds. Fund balance classifications, under Governmental Accounting Standards Board Statement 54
(GASB 54), are Nonspendable, Restricted, Committed, Assigned and Unassigned. These classifications reflect not only the nature of funds, but also
provide clarity to the level of constraint placed upon fund balance. Fund balance can have different levels of constraint, such as external versus
internal compliance requirements.
In accordance with GASB 54, Fund Balance Reporting and Governmental Fund Type Definitions, the District classifies governmental fund balances as
follows:
 Nonspendable Fund Balance ― Includes fund balance amounts that cannot be spent either because they are not in spendable form or
because of legal or contractual requirements. Inventory assets and prepaid items are typical balances that are reported in this category.
 Spendable Fund Balance ―
o Restricted ― Includes fund balance amounts that are constrained for specific purposes which are externally imposed by providers,
such as creditors or amounts constrained due to constitutional provisions or enabling legislation. Debt service reserves, state of
Florida Specialty Licenses Tag revenues, proceeds from the sale of capital assets originally purchased with state and/or federal grant
funds and long-term maintenance mitigation endowment funds set aside to fund land management activities are typical balances
that are reported in this category.
o Committed ― Includes fund balance amounts that are constrained for specific purposes through Governing Board resolutions and
can only deplete or change the commitments through a Governing Board resolution or an expenditure authorized by contract.
Long-term projects/programs, long-term cooperative agreements, the District’s Economic Stabilization Reserve and Monetary
Judgments Reserve are typical balances that are reported in this category.
o Assigned ― Includes fund balance amounts that are intended to be used for specific purposes that are neither considered to be
restricted nor committed. Fund Balance may be assigned through the following: Formal Budget Adoption Resolution and
encumbrances/contractual obligations/grants to local governments/memorandums of understanding/agreement authorized by the
District’s executive management that are not otherwise restricted or committed.
o Unassigned ― Includes residual positive fund balance within the General Fund which has not been classified within the other above
mentioned categories.
Fund Balance Utilization ― $139.8 million
The Governing Board has directed the spend-down of accumulated fund balances. As such, the District has “committed” through formal Governing
Board action, $136 million of fund balance of which $118.5 million is available for use in direct support of strategic priorities between FY 2015 and
FY 2019. The development of the Annual Strategic Plan provides an opportunity to review existing committed fund balances and reallocate
according to changing priorities and other information not previously foreseen.
Page 61
District Strategic Plan (FY 2015–FY 2019)
Table 2 below demonstrates an achievable committed fund balance utilization or “spend-down” plan. Amendments to the committed fund balance
are made as part of the Governing Board’s final budget adoption in September of each year. This year, as information becomes available between
the April 2015 committed fund balance spend-down plan and the September 2015 Governing Board action, adjustments will be proposed.
Table 2. Committed Fund Balance
Five Year Utilization Schedule
9/30/14 Balance
with Proposed
Adjustments as
of April 2015
$4,030,000
FY 2014-15
$0
FY 2015-16
$0
FY 2016-17
$0
FY 2017-18
$0
FY 2018-19
$0
Remaining
Balance
$4,030,000
$10,954,000
$0
$0
$0
$0
$0
$10,954,000
Potential adverse monetary judgments and legal fees
$2,500,000
$0
$0
$0
$0
$0
$2,500,000
North Central Florida Water
$5,139,318
$0
$500,000
$1,225,000
$2,349,943
$1,064,375
$0
North Florida Water Initiative
$2,382,500
$2,382,500
$0
$0
$0
$0
$0
$839,184
$100,000
$739,184
$0
$0
$0
$0
$3,025,235
$2,308,556
$716,679
$0
$0
$0
$0
Committed
Economic Stabilization Fund
Future Major Structure Rehabilitation
Central Florida Water Initiative
Middle and Lower St. Johns River Water Quality Improvement
Northern Coastal Basin
$695,640
$0
$695,640
$0
$0
$0
$0
Lake Apopka and UORB Restoration and Lake Level
Management
Upper St. Johns River Basin Restoration
$2,499,321
$1,097,127
$1,402,194
$0
$0
$0
$0
$13,927,381
$8,852,382
$1,675,000
$3,399,999
$0
$0
$0
Indian River Lagoon Protection
$23,935,843
$6,098,700
$7,800,000
$6,350,000
$3,687,143
$0
$0
Springs Protection
$3,235,673
$1,731,727
$1,503,946
$0
$0
$0
$0
Flood Protection – Levee/Structure Rehabilitation
$4,661,392
$1,300,000
$3,361,392
$0
$0
$0
$0
Land Management Enhancement
$4,446,098
$1,449,000
$1,500,000
$1,497,098
$0
$0
$0
$20,063,362
$14,782,605
$4,354,360
$275,000
$100,000
$551,397
$0
$5,700,000
$787,316
$3,500,000
$1,412,684
$0
$0
$0
Lower Floridan Monitoring Network
$16,000,000
$2,570,974
$3,020,581
$2,445,263
$3,070,000
$4,893,182
$0
Public Works and Water Supply Projects
$11,965,053
$0
$0
$800,000
$4,943,105
$6,221,948
$0
$136,000,000
$43,460,887
$30,768,976
$17,405,044
$14,150,191
$12,730,902
$17,484,000
Remaining Balance at Fiscal Year End
$92,539,113
$61,770,137
$44,365,093
$30,214,902
$17,484,000
Cooperative Projects Funding Program
Land Management / Acquisition
Total
In addition to the utilization of committed fund balance, the five-year plan includes using assigned ($0.8 million) and restricted ($20.4 million) fund
balances for a total fund balance utilization of $139.8 million.
Page 62
District Strategic Plan (FY 2015–FY 2019)
External Revenue (Known) ― $70.3 million
The District receives revenues from local, state and federal appropriations and grants. The FY 2015 budget includes approximately $36 million of
such revenue. For FY 20162019, an additional $34.3 million in awarded/appropriated or recurring external revenues sources are included in the
Five-Year Revenue Projections. Cumulatively, this $70.3 million represents available resources to fund District projects between FY 2015 and FY
2019.
External Revenue (Unappropriated) ― $109.6 million
The funding shortfall for FY 20152019 can be met by receipt of additional external revenue from local, state and federal sources. Staff evaluated
expenditures to determine which ones would be suitable for partnership with state or federal grants. The five-year plan is built with the
understanding that if these funds do not come to fruition, these projects will need to be reevaluated.
Summary
The District’s strategic planning process is ongoing and iterative. As soon as this plan is complete, a structured process of reviewing and adjusting
the District’s strategic budgeting and project implementation will begin. The first year of this plan is for FY 20142015 and is structurally balanced.
For future years in this plan, the District identified anticipated and needed projects. In some cases, projected project needs exceed planned and
programmed funds leaving an anticipated deficit. The unfunded projects are lower priority than funded projects and the District actively
investigates alternative funding sources to meet all of the projected needs. Alternative funding sources include nonrecurring sources such as state
and federal cost-share programs, local government matches and grants. Uncertainty of project needs and funding sources increases through the
planning horizon.
The District uses this planning technique as a way to iteratively plan, fund and prioritize anticipated project needs. As alternative funding is
identified, it is aligned with specific project needs. As the District enters the annual budgeting process, which requires a balanced budget, some
project needs may be dropped, reduced in scope or planned further in the future. By planning this way, the District maintains an aggressive work
plan that is flexible enough to align future alternative funding sources with planned project needs without having to re-plan and re-prioritize
anticipated project work in mid-year. If funds are identified, the planned work is accomplished. If alternative funding cannot be found, the work
plans will be appropriately adjusted. All of this takes place during the annual strategic planning process, the product of which is this strategic plan.
Page 63
District Strategic Plan (FY 2015–FY 2019)
Appendix A — Strategic Plan Annual Work Plan Report (FY 2013‒2014)
The Strategic Plan Annual Work Plan Report for FY 20132014, a “report card” of how well the District achieved its FY 2013‒2014
milestones/deliverables and success indicators is available at floridaswater.com/ConsolidatedAnnualReport.pdf.
Page 64