Title: South Florida Water Management District 1993 Annual Report
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Permanent Link: http://ufdc.ufl.edu/WL00004639/00001
 Material Information
Title: South Florida Water Management District 1993 Annual Report
Physical Description: Book
Language: English
Publisher: SFWMD
Spatial Coverage: North America -- United States of America -- Florida
Abstract: Jake Varn Collection - South Florida Water Management District 1993 Annual Report (JDV Box 70)
General Note: Box 24, Folder 4 ( Water Supply Issues - Linking Water Supply Planning and Land Use Planning - 1992-1996 ), Item 2
Funding: Digitized by the Legal Technology Institute in the Levin College of Law at the University of Florida.
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Bibliographic ID: WL00004639
Volume ID: VID00001
Source Institution: Levin College of Law, University of Florida
Holding Location: Levin College of Law, University of Florida
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Full Text

South Florida Water Management District

3301 Gun Club Road P.O. Box 24680 West Palm Beach, FL 33416-4680 (407) 686-8800 FL WATS 1-800-432-2045

PUB 10-02 1994

Carlton Fields Tallahassee
May 27, 1994 .I-ob D. Varn

I am very pleased to present the South Florida Water Management District's 1993 Annual Report.
This document highlights the major accomplishments of the agency and shows why our mission
to protect and restore the region's water resources is so important.

Everglades issues dominated the year. Intense mediation efforts in 1993 laid the groundwork for
recent passage of the "Everglades Forever Act" by the Florida legislature.

In addition to the Everglades, the Annual Report focuses on District accomplishments in other
specific areas: Water Resource Management, Public Works, Management Services, Government
and Public Affairs, and Counsel. Those achievements range from updated Surface Water
Improvement and Management (SWIM) plans for Lake Okeechobee and the Indian River Lagoon,
to regionwide water supply planning efforts, to streamlining District regulatory programs.
Recovery from the devastation of Hurricane Andrew and improvements to the vast network of
canals, levees and water control structures also dominated the agency's attention in 1993.

At the same time, we worked to further refine the way we conduct day-to-day business -- to
ensure that the agency makes the most effective and efficient use of your tax dollars. We also
strengthened relationships with local, state and federal governments who must be our partners in
creating a sustainable future for south Florida.

I hope that we can continue to count on your support.


iTilrd Creel
Executive Director


Governing Board:
Valerie Boyd, Chairman William Hammond Eugene K. Pettis Tilford C. Creel, Executive Director
Frank Williamson. Jr., Vice Chairman Betsy Krant Nathaniel P. Reed Thomas K. MacVicar. Deputy Executive Director
Annie Betancourt Allan Milledge Leah G. Schad


Inside Front Cover:
, .' F ,
By Gene Li.
S.. ii I i i ... 'I
Park. ByGeneLi.
Portrait ofBoard Chairman Valerie Boyd By Gene Li.
r. .'- EliGeneLi.

Page 7:
Sawgrass and water are the heart and soul ofthe
S.. ByGeneLi.
Portrait ofExecutive Director Tilford Creel
By Gene Li.
Page9, top:
1 .. i GeneLi.
Page 9, bottom:

life. By Cindy Rezabeck.
Page 11:
A newly installed pump routes water through Taylor
Slough, to Florida Bay. By Pat Partington.
Page 13:
New gates are installed at a water control structure in
Dade County. By Emilio Vazquez.
Page 14:
Children take samples offlora andfauna on an environ-
mental education field trip. By Cindy Rezabeck.
Page 15:
Water hyacinth are among the "exotic" non-natives
.. By Pat Partington.
Page 16:
Technology provides critical support to District programs
andpeople. By Barbara Donaldson.
Inside Back Cover:
A newly hatched alligator surveys his worldfrom atop a
chunk ofcoral rock. By Gene Li.


Chairman's Message

Governing Board

Everglades Issues

Executive Director's Message

Water Resource Management

Public Works

Government & Public Affairs


Management Services

Financial Information


South Florida is a place where

nature has been vastly changed within "

a relatively short time to accommodate

people Just 100 years ago, a traveler

to the region would have found a mos-

quito-intested land of swamps and

almost impenetrable sawgrass

Hurricanes in the 1920s and

1940s, and droughts in the 1930s pre- iy

cipitated the involvement of the United

States Army Corps of Engineers

(COE) in taming central and south M,0

Florida. Initial construction of a 1,400

mile network of canals and water con-

trol structures called the Central and

Southern Florida Flood Control Project
(C & SF FCP) by the COE spanned

more than 20 years. and involved a

local sponsor partnership with the Central and Southern

Florida Flood Control District (FCD)-predecessor of

today's South Florida Water Management District.

This regional agency was created by the state in

1949 and charged with providing flood protection and

water supply, preventing salt water intrusion, encouraging

agricultural and urban development, and preserving fish

and wildlife. During the first twenty years of its existence.

this challenge centered on protecting human interests.

That began to change in the 1970s. as Florldlans started

to realize that human development was endangering the

unique ecosystems of the Kissimmee-Okeechobee-

Everglades system


This system has been vastly depleted by human

development. Close to one half of its wetlands are gone

Today, south Flondians live and work in a drained, altered

landscape which little resembles what was once Florida's

Everglades. But sizable remnants of this system do per-

sist. They are embodied in Everglades National Park, the

Loxahatchee National Wildlife Refuge and the other

Water Conservation Areas, the Big Cypress National

Preserve. the Kissimmee River and Lake Okeechobee,

and in estuaries such as the Caloosahatchee, the Indian

River Lagoon. Biscayne Bay and Flonda Bay. This sys-

tem must support an incredibly diverse population of

wildlife as well as a valuable agriculural Industry, live and

a half million people and hundreds of

a thousands of seasonal residents and


\ Today, the South Florida Water

S I Management District encompasses

17,930 square miles, and 16 coun-

Sties with more than 120 cities and
tr owns, many of which are among the

," fastest growing in the nation. The

challenge to modern water man-

agers is to continue to support rea-
sonable growth, which supplies the

economic fuel for government

restoration and protection programs.

At the same lime. we must protect

.=miDANS and restore the fresh and saltwater
wetland and mangrove systems.

nver floodplains, Inland lake systems

and coastal estuaries which created the environment that

has proven so attractive to people


Flonda s water management districts are organiza-

tionally unique. They exemplify a model of a resource-

based approach to water management Each of the

state s five water management district's boundaries are

based on natural watersheds rather than political bound-


The districts are empowered to regulate consumptive

use and drainage, to review local land-use plans for con-

sistency with water resource management and protection

goals, and to manage an expansive land buying and land

management program to acquire areas that should be

protected in perpetuity

Districts also have ad valorem taxing authority, an

authority which is often under fire, but which enables a

stable financial base for long-term resource protection

To protect that stability and meet the public responsibility

that accompanies it. the districts must continue to

demonstrate that they are accountable and responsible

The policy-making body of each of the districts are

the Governing Boards, whose members are appointed by

the Governor, thereby integrating regional water manage-

ment with the state administration and the other agencies

of state government, while also allowing each district the

flexibility to be responsive to local issues


Florida's comprehensive, watershed approach to pro-

tecting and managing water and land resources is consid-

ered to be truly innovative which is why in any given

week, visitors from around the world tour the facilities and

lands of the District, comparing notes on how water

resource problems similar to their own are being

addressed here For example, this year south Florida

researchers and technical experts were invited on interna-

tional missions to Brazil, with its Everglades-like Pantanal;

and to Peru. for technical assistance in resolving aquatic

weed control problems in a Peruvian lake much like Lake



The issues the South Florida Water Management

District is tackling today Everglades and ecosystem

restoration, long-term water supply and water manage-

ment planning. and resource protection compatible with

human growth and development are a microcosm of

the challenges facing states and nations worldwide

Everglades issues and other south Florida projects

have garnered the Interest and attention ol environmental

groups and media around the globe For example,

Kissimmee River Restoration has been featured in the

New York Times and in television programs broadcast

throughout Europe and South America A consortium of

environmental organizations, the Everglades Coalition,

has been working for years to promote broad-based sup-

port for Everglades restoration. In Washington. U.S

Interior Secretary Bruce Babbitt declared Everglades

restoration a national priority, a test case of the United

States' commitment to environmental protection and to a

focus on ecosystems rather than individual species or

fragments of land A Federal Interagency Task Force on

the Everglades was created to assure a united federal

focus on Everglades problems.

Florida's water management system, and the

resource challenges facing the South Florida Water

Management Distnct have made it an international focal

point for water resource protection. The agency has an

obligation to share the knowledge gained in this complex

venture, and the responsibility to succeed because the

future of these precious resources and of the people of

south Florida depend on it.


For most of us, a new year offers an opportunity
to evaluate the past and plan for the future. Looking
back on the past year, it's obvious that Everglades
restoration was the one issue that consumed our
agency. Most of the year was spent in mediation,
trying to resolve disputes over the Everglades
SWIM Plan and the lawsuit settlement, and put a
halt to the expensive and time-consuming process of
As Chairman of the Governing Board, I partic-
ipated regularly in mediation efforts, both in Florida
and in Washington, D. C. because Everglades
restoration is at the core of everything this agency is
working toward.

The Everglades are the linchpin of life as we
know it in Florida. This natural ecosystem is the
water supply source for our homes and businesses.
Our very quality of life, the inlets and shores where
we can fish, or boat, or simply enjoy nature all of
these things are dependent on a viable Everglades.
This is true whether you earn your living building
homes in this subtropical paradise; or fishing its
oceans, bays, lakes and rivers; growing and harvest-
ing crops, or accommodating seasonal visitors.
Despite the fact that mediation did not come to
a successful closure this year, the countless hours we
spent trying to forge a link between divergent
points of view in this decades-old debate brought
tremendous benefits. The close to year-long talks
led to a Technical Plan for Everglades restoration
that is more comprehensive than any preceding it.
We believe that the Mediated Technical Plan is
the best blueprint for addressing phosphorus over-
load and restoring more natural hydroperiod to the
Everglades. It is a first step in a process which will
restore and preserve the region's natural systems
while also supporting our cities and farming towns
- moving us ever closer to the essential balance
between human development and nature which will
bring sustainable development.

With or without a mediated agreement, the
South Florida Water Management District and the

state must continue to keep our sights firmly fixed
on the "big picture" on the preservation and
restoration of the entire Everglades ecosystem, and
on the protection and nurturing of the human enter-
prises which I firmly believe can coexist with a
healthy ecosystem.
The District, in its "South Florida Vision
2050," painted a picture of how our region might
look if our short and long-term strategic action plans
to restore the Kissimmee-Okeechobee-Everglades
system are fully and creatively executed. That vision
is a dynamic and flexible one, a vision which realisti-
cally will take fifty years to fulfill.
The District's "South Florida Vision 2050"
assumes a tripling of our current population and the
continuation of agriculture as an important econom-
ic force. Our vision for the future also assumes that
this growth will be mitigated by environmental
restoration initiatives begun today, and by the devel-
opment of more diversified water supply sources and
buffer areas. I believe this is a vision which repre-
sents the best of what south Florida can, and should,
be for future generations.

As a fifth generation Floridian, I feel obligated
to restore the Everglades, and to preserve the eco-
logic heritage and bounty of this state for future
generations. At the same time, I also believe we
must recognize the tremendous inherent value of
agricultural and urban development in our region
- because this human development bolsters
Florida's economy, and also contributes to the rest
of the country and the world. There must be ways
to preserve both the natural wonders of Florida's
Everglades and the vigor and productivity of our
cities and farms. Achieving that critical balance will
depend upon the good will of decent people work-
ing together to shape a future Florida we can all
take pride in.


Florida's 1972 Water Resources Act established
five water management districts within the state,
defining their boundaries and establishing Governing
Boards as the policy-making and management over-
sight body for each district.

The Governing Board of the South Florida
Water Management District is composed of nine
members, who are appointed from specific geographi-
cal areas within the District. The members are
appointed by the Governor, and are confirmed by the
Senate. Appointments are usually made on a staggered
basis, as vacancies occur. The Board elects its own
officers, including a Chairman and Vice-Chairman.
Members of the Governing Board serve without
salary, generally for a term of four years. The Board
meets monthly, and is charged with setting policy for
the management of water and related resources; pro-

moving the conservation and development of water;
developing and regulating dams and other methods
for large-scale water storage; preventing damage
from floods, soil erosion and excessive drainage; and
preserving, protecting and/or restoring natural
resources and public lands, as well as fish and wildlife.

This Board has labored to find the answers to a
number of thorny and complex issues, to resolve
problems while serving the region's best interests.
In very few cases are those answers simple, or clear-
cut. Because the agency's mission is so broad to
protect people from the natural extremes of the
region, while also protecting the natural systems
which are dependent on natural cycles of flood and
drought it often places the Board in the midst of
vastly different perspectives.
The Governing Board has had to determine how

increasingly scarce resources should be allocated
among the various people and ecosystems which have
legitimate claims to them. Whose needs are most
important? Again, there are no easy answers to these
The individuals who have explored these issues
represent a diverse cross-section of the region's popu-
lation, yet share a commitment to a south Florida
that preserves the best of the past while creating a
future filled with potential.

Board members are pictured below (Seated, left to
right:) Betsy Krant Fort Lauderdale; Nathaniel R
Reed Hobe Sound; Chairman Valerie Boyd-
Naples; Vice-Chairman Frank "Sonny" Williamson,
Jr. Okeechobee; Leah G. Schad- West Palm Beach.
(Standing, left to right:) William Hammond Fort
Myers; Annie Betancourt Miami; Allan Milledge
- Miami; Eugene K. Pettis- Fort Lauderdale.


This year was marked by optimism and frustra-
tion, driven by negotiations to reach a consensus on
Everglades restoration. Since 1988, the District has
been extensively engaged in planning and working on
Everglades restoration, while concurrently fighting
legal challenges relating to those efforts. After five
years of fighting in the courts, the warring sides final-
ly engaged in a mediation process.

In May 1993, scientists representing a cross-
section of Everglades interests developed a
"Mediated Technical Plan" which was more far-
reaching and extensive than the SWIM Plan. The
Plan called for six Stormwater Treatment Areas
(STAs) covering 40,000 acres (versus the four STAs
covering 35,000 acres specified in the SWIM Plan)
to treat phosphorus-enriched agricultural runoff
before it enters the Everglades. Like the SWIM
Plan, the Mediated Technical Plan also required an
EAA Regulatory program which included on-site
adoption of Best Management Practices (BMPs) to
reduce phosphorus loads by 25%.
The plan also added provisions which would
significantly increase the quantity of water redirected
to the Everglades by 270,000 acre feet a year, by more
closely replicating the natural hydrology of the
region. It would divert polluted drainage away from
Lake Okeechobee and the Lake Worth Lagoon to
treatment areas where those flows could be cleansed
and kept within the Everglades system, rather than
being flushed to tide. The Technical Plan would also
improve flood protection and provide stormwater
treatment for western Palm Beach County (C-51
basin), and reduce freshwater flows and pollutants
which have been threatening the region's fragile estu-
aries, particularly the St. Lucie, Caloosahatchee, and
Lake Worth.
In July 1993, agreement on a Statement of
Principles was announced. This agreement outlined
a broad framework for cleanup and restoration,
based on the Mediated Technical Plan. The
Statement of Principles was signed on behalf of the
United States, the District, the Florida Department
of Environmental Protection, U.S. Sugar, Flo-Sun
and South Bay Growers.

Following this agreement, discussions continued
through the year to negotiate plan details including
responsibilities for meeting ultimate water quality
standards, funding, scheduling, and land acquisition.
But in December, these discussions reached an
impasse, primarily as a result of uncertainties regard-
ing: 1) questions about how water quality standards
would apply to canals within the EAA; 2) a require-
ment by the U. S. Environmental Protection Agency
for a federal National Pollutant Discharge
Elimination System (NPDES) permit (usually
reserved for sewage treatment systems) for the pro-
posed agricultural stormwater treatment areas; and
3) a late-breaking science report issued by the federal
government that envisioned much more far-reaching
restoration initiatives than those in the Mediated
Technical Plan. Other divisive issues centered on
questions about funding and scheduling responsibili-
ties, and a proposed 1994 state constitutional referen-
dum to tax sugar production.
Though this impasse was frustrating, the media-
tion process brought a number of important policy
issues to light, including the need to better define
agriculture's responsibility to clean up waters flowing
from its lands; to clarify the state's rules governing
regulation of agriculture in the EAA; and to
strengthen provisions of Florida's 1991 Everglades
Protection Act.

Meanwhile, the District made progress on a
number of fronts in advancing Everglades restoration
and protection. With the Scientific Advisory Group
for the Everglades (SAGE), the District examined 16
different alternative treatment technologies. After
intensive review and evaluation, SAGE reaffirmed the
merits of STAs, but recommended further exploration
of direct filtration and chemical treatment. This
group also reviewed 13 alternative BMPs, and found
merit in all of the proposed methods. The District
also worked with the Technical Oversight Committee
(TOC) throughout the year, whose focus this year
was on developing a nutrient threshold plan.
Work continued on the Everglades Landscape
Model (ELM), which will forecast ecological
impacts to the Everglades based on a variety of dif-

ferent water supply delivery schedules, and should
be complete in 1995. Phase One, an environmen-
tal assessment of the Western Basins (711-square
miles in Hendry and Collier counties which con-
tribute phosphorus to the Everglades) was com-
pleted by mid-year, and the evaluation and man-
agement phase was begun.
Construction work on the Everglades Nutrient
Removal (ENR) project, a 3,700-acre stormwater
treatment area prototype, was completed.
Comprised of a series of cells which allow the project
to be operated flexibly to gauge the nutrient absorb-
ing abilities of various plants and water level varia-
tions, the ENR will help the District to design and
build more efficient and effective stormwater treat-
ment systems. However, this information-gathering
has been stalled by the recent call for federal NPDES
permits, which might limit the operational flexibility
of the project.
The District's EAA Regulatory program was
implemented this year, with all land users complet-
ing permit applications. Growers are also adopting
operational changes in fertilization and on-farm
water management to further reduce levels of phos-
phorus entering the Everglades.
Acquisition of the 7,065-acre Mace Sod Farm,
slated to become part of the stormwater treatment
areas which will cleanse EAA flows, was also com-
pleted this year. Closing is scheduled for early 1994.
An evaluation of the economic impact of
implementing Florida's Everglades Protection Act,
which parallels the Everglades SWIM Plan and
the federal Lawsuit Settlement, was also complet-
ed. Work to develop a stormwater utility special
assessment for the EAA was also begun.
In light of the breakdown of mediation, in
January 1994 Governor Chiles announced that the
state and the District would proceed with an
aggressive action plan for Everglades restoration
on four fronts: litigation, legislation, regulation
and mediation.
The District remains committed to using all the
resources at its disposal to restore and protect the nat-
ural systems within its boundaries, and to establish a
constructive, cooperative balance between human
development and environmental needs.



When I first joined the agency,

Governor Bob Graham's "Save Our

Everglades" program was just getting

underway. That program's goal. that by

the year 2000. the Everglades would

look and function more like it did In

1900 than In 1983. This year, under

Governor Lawton Chiles' leadership,

we celebrated the tenth anniversary of

that broad-based initiative.

During this decade, the state's and

the District s management approach

toward greater Everglades restoration

has evolved to a point where we real-

ize that no single water resource issue can or should

be addressed in isolation. Each goal we set for our-

selves has a "ripple effect," an impact tar beyond sin-

gle projects or programs. We know from experience

that piecemeal, patchwork efforts do not work. As

Interior Secretary Babbitt has said, how we respond to

the challenge of restoring and protecting the

Everglades ecosystem will serve as a model for the

nation and the rest of the world.


Florida's efforts to achieve ecosystem restoration

and implement sustainable development strategies are

being studied by other states and other nations facing

the same sort of conflicts between natural systems

and human development. For example, in October the

WMDs and the Department of Environmental

Protection sponsored an Interamerican Dialogue on

Water Management In Miami. The Dialogue was a

pragmatic application of the principles espoused In the

1991 Rio Earth Summit, with the sustainable develop-

ment of water resources in the hemisphere identllled

as a key issue. That challenge depends on modern

technology, on participatory decision-making, and on

a commitment to shared values and the resolution of


Approximately 450 representatives of the scientific

and the political communities of 19 nations and states

of the western hemisphere gathered at this conference

to share information, meet in round table discussions

and establish mutual goals. A Water Resources

Network is being established as a

result of the Dialogue, to formalize and

extend this international Information

I exchange and cooperative approach

to hemispheric problems.


To better position ourselves to ful-

fill our stewardship obligations, and to

institutionalize a more holistic, com-

prehensive approach to water

resource management at the District, I

have assembled a strong. executive

management team. This team is built

on five primary areas: Water Resource Management,

Public Works, Counsel, Government and Public

Affairs. and Management Services With Deputy

Executive Director Tom MacVicar and me, we are

working to carry out District policies which satisfy

south Florida's often conflicting ecosystem restoration

and human water supply and flood control needs.

This year, In addition to the Everglades and the

Interamerican Dialogue, our "plate" was overflowing

with post-Hurricane Andrew recovery activities, regula-

tory streamlining requirements, water supply and

District Water Management Planning activities, SWIM

projects and updates. research and monitoring pro-

grams land acquisition the list goes on and on. You

will read about many of those efforts in the following


We also adopted a Strategic Planning initiative to

better fine-tune agency goals and direction. Those

goals are encompassed In three broad-based initia-

tives: 1) protecting and restoring the area's water

resources, 2) enhancing and strengthening District

organizational resources, and 3) expanding and

improving the District's external relations with other

governments and the public.


None of our initiatives could have been successful

without the hard work and commitment of a devoted

staff. I consider high-caliber, talented people to be our

greatest asset. That resource was diminished this year

with the sudden loss of Howard "Nick" Nicholas. our


Assistant Executive Director for Public Works. He
joined the District lust before Hurricane Andrew struck,
and in dealing with that catastrophe, dedicated himself
to meeting the needs material and emotional of
those District employees whose lives and families were
irrevocably changed by the hurricane. An emergency
relief fund established after Hurricane Andrew to help
District employees in time of need has been named in
his honor.
Although late 1994 will mark the end of my tenure at
the District, I will leave knowing that I have been a cata-
lyst for change Significant improvements have been
instituted in how the agency responds to and manages
not only the natural resources entrusted to our care, but
also how we manage the equally important fiscal and
human resources of the Distnct I am confident that the
agency is well prepared to meet the challenges of the

/^ z^ ^ .

THE IXECUTIT ALIN.IGEMENT TE.L (Seated, left to right:) Deputy
Executive Director, Thomas K. Mal'itr; Executive Diretor, Tilford C. Creel;
assistant Executive Director-Gnral Counse, Barbara Markham. (Standing, left
to right:) Assistant Executive Director-Public Works, Howard N. Nihbolas;
Assistant Exenutiv Director- Water Resour e Alanagement, jobn (Jak G.
Dempsey; IAsistant Executive Director-Goernment and Public Affairs, Gary
Falle; and Assistant Executive Director-Alanagement Servies,Jamei D. Yager


Water Resource Management includes the
departments of Water Resource Evaluation,
Research, Planning and Regulation. Each of these
departments builds upon the achievements and
work of the others. Research and Resource
Evaluation provide critical information to Planning
- whose SWIM, Water Supply, District Water
Management Plans and Comprehensive Plan
Reviews help to provide a foundation for regulatory
criteria. Ecosystem Restoration coordinates District
projects and programs across all department lines,
to ensure a comprehensive approach to resource

Water Resource Evaluation consolidates long-
term data collection and data base management,
and provides information and analysis vital to the
success of District projects and programs. For
example, staff monitors and collects information
from sampling sites and monitoring stations
District-wide. Such information is compiled, ana-
lyzed, and was used this year to measure and refine
water quality improvement programs such as the
Lake Okeechobee and Indian River Lagoon SWIM
plans. This information also supported water sup-
ply assessment and planning activities, and regula-
tory activities such as the year's environmental
streamlining efforts. Groundwater flow models
help to illustrate and quantify the short and long-
term availability of freshwater aquifer supplies, and
the impact of various withdrawals on that supply.
Hydrologic and meteorologic information was used
to build models to track and predict trends/changes
in water system storage.
Research efforts this year were focused on
streamlining and coordinating overall District
research projects, and the development of an infra-
structure to support more effective interdisciplinary
research. An "Expert Assistance" program assem-
bled a nationwide "pool" of experts in various spe-
cialties and made their services readily available to
District staff. Thirty research manuscripts were
submitted for peer review. Fourteen have already
been accepted for publication in various scientific

journals, while others are still being reviewed. As a
result of an extensive nationwide recruitment, a
number of recognized researchers were added to the
staff- broadening the department's interdiscipli-
nary research base.
Several important multi-year research studies
on Lake Okeechobee were also concluded this year
- including the five-year Ecosystem Study and
phosphorus dosing studies, which helped us to
understand the dynamics of how phosphorus moves
through the lake system, and how best to achieve
SWIM goals. This extensive research paves the way
for more refined clean-up strategies, suggesting a
stronger focus on the lake's littoral zone and on in-
lake dynamics. Although changes in the lake's regu-
lation schedule were discussed this year, the issue
remained unresolved, and the "Run 25" schedule, an
interim recommendation, was implemented.

This year Planning developed updates to the
District's SWIM Plans and the SWIM Priority
List, and made strides in Water Supply Planning,
Local Government Comprehensive Plan Reviews
and the District Water Management Plan. An
update to the Lake Okeechobee SWIM Plan was
completed and approved by the Governing Board
this year. Work on the Biscayne Bay SWIM Plan
and the Indian River Lagoon SWIM Plan should
lead to FY 94 approved updates. The District is
also working with local governments to increase on-
site retention and decrease stormwater inflows adja-
cent to the St. Lucie River and the Indian River
Regional Water Supply Plans, which identify
and address the "minimum flows and levels"
required by healthy natural systems as well as the
needs of people were in the first stage of develop-
ment this year. When this process began in 1988,
the District was divided into four water supply plan-
ning subregions: the Lower East Coast (LEC),
Lower West Coast (LWC), Upper East Coast
(LEC), and Kissimmee Basin (KB).
The LEC process was extended to the county
level: to Palm Beach, Broward and combined Dade
County/Florida Keys to ensure the diverse

needs of this densely populated region are served.
These county-level plans will feed into the LEC
regional Plan.
Each of the regional water supply plans identi-
fies minimum natural systems needs and likely
future water demands, available supplies and oppor-
tunities for augmentation, conservation and demand
reduction specific to particular regions/counties.
The plans will become a foundation for establishing
Basis Of Review guidelines governing future
Consumptive Use Permits. For each Water Supply
Plan under development, an Advisory Committee
of representatives from urban, agricultural and envi-
ronmental interests is assembled. Water Supply
Plan Advisory Councils for the LEC, LWC and
Dade County/Florida Keys met this year to begin
work on their areas.
Phase One of the Broward County Water
Supply Plan was completed, and a cooperative
agreement between the District and the county exe-
cuted this year. Background documents for the
LEC Regional and Dade County/Florida Keys were
also completed this year, with initial reviews
planned for 1994. Work also began on the LWC
Regional Water Supply Plan, with initial reviews
and working documents completed, and comple-
tion of the plan expected in 1994. The Palm Beach
County, LEC and Kissimmee Basin Water Supply
Plans are slated for completion in 1995.
A first draft of the District's Water
Management Plan (DWMP), required of each dis-
trict by the Legislature, incorporates much of the
information gathered for the regional Water Supply
Plans, and more. DWMPs are a comprehensive
analysis of water supply, flood protection, water
quality and natural systems issues as well as the
policies, programs and activities which are a part of
the multi-functional nature of regional water
resource management.
Reviews of more than 100 comprehensive plans
entailed extensive work with regional and state
agencies to jointly develop land and water manage-
ment policies and criteria. Eighty-three of 115 pro-
posed amendments were reviewed and forwarded,
with the District's recommendations, to Florida's
Department of Community Affairs.

Regulation staff have been involved in a sweep-
ing process which will shift more responsibility
than ever before to the District. Florida's
Environmental Reorganization legislation melded
the state's Departments of Environmental
Regulation (DER) and Natural Resources (DNR)
into the Florida Department of Environmental
Protection (DEP). The legislation consolidates the
various kinds of water-related permits which had
been given by different agencies into a single
Environmental Resource Permit (ERP) which will
be issued by the water management districts or by
the Department of Environmental Protection, with
the split determined by function.
To achieve a coordinated and consistent
statewide permitting approach, the District
worked this year with DEP to develop and adopt a
uniform wetland definition, which will be sent to
the 1994 state legislature. Work on guidelines and
definitions for mitigation banking and on local
government delegation continues. Statewide envi-
ronmental reorganization also required extensive
coordination between the districts and the state this
year, and very fast-track rule-making to institute
the new procedures.
At the same time, the Regulation Department
remained responsible for water-use, water well
construction, surface water management, isolated
wetlands and SWIM permitting, and compliance
and enforcement throughout the sixteen counties
of the District. During this year, an estimated
1,926 permit applications were processed; 8,613
compliance inspections and 1,200 enforcement
inspections conducted; and 50 new enforcement
cases filed. A sophisticated automated compli-
ance system, under development over the past two
years, is expected to be in use early in 1994. This
automated system will target projects with the
greatest resource value, increase the number of on-
site compliance inspections and speed the process
by having most analysis performed automatically
by the computerized system.

The District, with the COE and Everglades
National Park initiated the Taylor Slough
Demonstration Project, as well as enlargements in
gaps in C-111, which allowed greater flows to

Florida Bay. The District also sponsored, with the
National Fish and Wildlife Foundation, a U.S.
Department of Interior "Eminent Scientists Panel"
on Florida Bay. The panel recommended in part
the restoration of natural flows and will work with
the federal multi-agency Everglades Task Force,
created by Interior Secretary Babbitt in February
1993. The District also continued to assist state
and federal agencies searching to find the source of
mercury contamination in the tissues of Everglades
fish and other wildlife.
The District is working closely with the
COE in its comprehensive three-year review study
of the Central and Southern Florida Flood
Control Project, which is expected to have a major
impact on Everglades ecosystem restoration. The

COE is reexamining the system it built more than
forty years ago, trying to find ways to make that
system work to preserve natural areas while also
serving south Florida's continuously growing
human population.
The Office of Ecosystem Restoration, created
this year, works with and coordinates across
department lines and throughout the agency, and
with the COE and other federal and state agen-
cies, to guarantee a "master view" or "big picture"
of ecosystem management. Kenneth Cummins, a
world-renowned researcher, was hired to act as the
District's liaison to scientific and university com-
munities. Together, these people, plans and pro-
jects are helping the District to achieve true com-
prehensive resource management.


Public Works includes the Departments of
Operations and Maintenance, Construction
Management and Land Management. These
departments work in concert to operate and main-
tain the "hardware" (canals, pump stations, etc.) as
well as the "software" (operational and manage-
ment strategies) of the infrastructure of south
Florida's water management systems. Public
Works is also responsible for making capital
improvements to that system.

Operations and Maintenance has, historically,
been the "backbone" of District operations. The
more than 1,500 miles of canals and levees, 25
pumping stations, 13 navigational locks, and over
200 water-control structures which make up the fed-
erally-constructed Central and Southern Florida
Flood Control Project must be well-maintained and
expertly operated in order to provide the level of ser-
vice expected of the system. Eight field stations are
strategically located throughout the District to facil-
itate the overall operations and maintenance of this
huge system. The microwave telemetry network
which transmits and receives information on water
levels, wind velocities, rainfall, water temperature,
salinity levels and other data has become an increas-
ingly important part of this system. The District's
operational arm must remain in a state of readiness
for emergency purposes, yet continue to manage the
rigors of day-to-day activities, as well as support
subtle and complex restoration initiatives.
In 1992, Hurricane Andrew tested the flood
control project, causing limited structural damage
but clogging the system's waterways with downed
trees and other debris which took several months
and approximately $12 million to clear. As a result,
the District's Canal/Levee Right-of-Way Main-
tenance, Tree Management and Revegetation pro-
grams were reexamined.
The storm also taught the District that it could
be better prepared to handle emergencies like hurri-
canes. Thanks to lessons learned in working with
both state and federal emergency management offi-
cials following Hurricane Andrew, an Emergency
Management Administrator was hired, and the

District devoted time, funding and staff to
strengthening or "hardening" District facilities, and
planning for our response to the next emergency.

The size, age and increasingly complex
demands on this system produce a dynamic condi-
tion which continues to challenge our abilities to
make the appropriate operational adjustments and
modifications. In many cases, the system is being
upgraded to meet new challenges. For example,
the perimeter towers of the North Loop telemetry
system were completed this year, thereby adding
communication and control capabilities to the
District's microwave network. In addition, a more
sophisticated electronic processing technology,
exemplified by the Consolidated Real-Time
Operating Systems (CROS) will allow system
operators to view information from a variety of
sources in a single display. Monitoring require-
ments for restoration projects system-wide mean
that even more monitoring stations, with more
sophisticated sensing abilities will be needed.
Increasingly stringent and sophisticated water con-
trol requirements, fed by enhanced environmental
awareness as well as by escalating human demand
will ask even more of the system's flexibility and
operational readiness.
As part of a pilot project, manatee protection
devices were installed at a water control structure
(S-27) located in the Little River (C-7) in Dade
County. These devices are designed to protect the
endangered manatee from being crushed or
maimed while passing under the structure's water
control gates. The District plans to continue
installing these devices at water control structures
in canals frequented by manatees. A federal pro-
gram which will apply our manatee protection
research and development will help fund additional
installations in coming years.
In the Big Cypress Basin, more than 100
miles of canals and existing drainage systems were
acquired and retrofitted to better meet flood con-
trol as well as environmental protection goals.
District permitting, monitoring and research
efforts are helping this often drought-stricken

region to better conserve, allocate and protect pre-
cious groundwater resources.
The District's Vegetation Management pro-
gram is becoming an increasingly important part of
operations and maintenance. Each year, invasive
plants such as melaleuca, Brazilian pepper and
Australian pine threaten to overtake native ecosys-
tems displacing native vegetation and wildlife,
and diminishing biological diversity. This year
alone, 8.8 million melaleuca trees were treated or
pulled 7.3 million in the Water Conservation
Areas and 1.5 million in Lake Okeechobee at a
total cost of $1.1 million. In addition, the District
manages aquatic plants throughout its canals, and
in 26 lakes, including Lake Okeechobee.

Construction Management is responsible for
the effective development and implementation of
the Capital Program, which outlines system
improvements, changes or additions required to
carry out the District's objectives. Work begins
with capital facility planning and project planning
and management, and progresses through engi-
neering design, environmental and regulatory per-
mitting, and construction. This department works
with Operations and Maintenance to inspect exist-
ing structures, replace culverts, and survey canals to
determine where and when aging system compo-
nents need to be retrofitted or replaced.
Following Hurricane Andrew, this department
played a critical role in bringing the District flood
control system back "on-line." This department
designed and supervised construction at the
Everglades Nutrient Removal project, and is work-
ing on the design and development of the Storm-
water Treatment Areas (STAs), a vital component
of the District's plan for Everglades Restoration.
The department also manages the agency's activi-
ties associated with Kissimmee River Restoration.

Land Management is responsible for the
acquisition, enhancement, and management of
District and Save Our Rivers (SOR) lands, and
for the surveying and mapping of District lands in

general. By the end of the year, approximately
14,500 SOR acres were acquired, bringing the
District's total SOR acquisitions to 160,000 acres.
These lands will be part of various restoration pro-
jects, including Kissimmee River and Everglades
Restoration. Where possible these lands are made
available for recreation for camping, hiking,
horseback riding, boating or other public uses -
adding to the degree of maintenance and man-
agement required. In some cases, the District has
entered into cooperative management partnerships
for lands heavily used by the public. In the Big
Cypress Basin, the District continued to support
the purchase of lands for the Corkscrew Regional
Ecosystem Watershed (CREW) project, keeping
that important environmental preservation project
Land Management also ensures District
access to District canal and levee rights-of-way
through permitting and enforcement. This year,
more than 400 individual right-of-way applica-
tions/modifications were received. Hurricane
Andrew spotlighted the problems caused by unau-
thorized encroachments or uses of District rights-
of-way making debris-clearing and canal
maintenance a lengthier, more difficult process
than it should have been. Management of District
property is designed to protect the District's pro-
prietary rights, and the smooth functioning of its
canals, levees and rights-of-way, while also provid-
ing, where possible, for other appropriate and
compatible public/private uses.
The District's Right-of-Way Management
program is perhaps one of the agency's most sensi-
tive and challenging programs, because it repre-
sents so clearly the balancing act required between
assessing public and private benefits. In most
urban areas, the District's canal system represents
"waterfront" an enhancement to property
where many homeowners have built docks or
planted trees. District rights-of-way can also act
as wildlife corridors and greenways. But public
uses which restrict District access could also
endanger the public safety and welfare blocking
the District's ability to clear canals of the kind of
debris left by even everyday storms. The chal-
lenge lies in finding creative ways to improve how
we communicate and interact with our "waterfront


Government and Public Affairs coordinates the
District's legislative, intergovernmental and public
outreach and educational efforts. These efforts
range from providing environmental education mate-
rials to schools and teachers, to interacting with
U.S. Congressmen in an effort to secure federal sup-
port for south Florida water resource protection, to
building media relationships which clearly commu-
nicate District projects and programs.

More than 180,000 elementary, middle and
high school students within the region are using
water resource-oriented environmental education
curriculum materials developed by the District.
This year, approximately 500 teachers took part in
training workshops "in the field" workshops
hosted by District scientists and other staff volun-
teers. The Florida Ecosystem Exhibit at the
Museum of Science and Discovery in Ft.
Lauderdale was primarily funded by the District,
and opened to the public this year.
Supplemental Environmental Education cost-
share programs this year helped to make a number of
different projects possible, including the Florida
Game and Fresh Water Fish Commission's
Everglades Youth Camp facility located in the J.W.
Corbett Wildlife Area; teacher education programs
at the Pine Jog Environmental Education Center;
an educational program on the Savannas; and a cur-
riculum development project with Broward
Community College.

The District's Water Conservation Campaign
continued as a statewide initiative, thanks to a
cooperative funding agreement with the St. Johns
River and Southwest Florida Water Management
Districts. This year, the campaign encouraged
long-term conservation in response to environ-
mental stresses caused by wasteful use. The mass
media campaign included public service announce-
ments and written materials, and was reinforced
by office community relations activities. A special
hot line was created to take calls from the public.
A new Hispanic Environmental Awareness

campaign, "Es Tu Medio Ambiente" (It Is Your
Environment) was launched early in the year in
Dade County, with widespread community involve-
ment resulting from the formation of a special
Advisory Committee. Later in the year, "Don Diego
Del Mar," a swashbuckling Spanish explorer from
Florida's untouched past, introduced area children
to the beauty and wonder of Biscayne Bay.

The Office works to foster strong, constructive
partnerships with other agencies and with local, state
and national governments to build cohesive sup-
port for water resource management goals. To pro-
mote intergovernmental partnerships and closer
communication between the public and regulated
community, Area Service Centers in Orlando,
Miami, Fort Myers, Okeechobee and Big Pine Key
were targeted for expansion. The centers are
designed to consolidate District services at a more
local level and provide a nearby contact for local
agencies and governments, residents and the regu-
lated community while also strengthening the
District's understanding of local water resource man-
agement initiatives.
The Office is also active, with other depart-
ments, in promoting conservation and the adop-
tion of Xeriscape landscaping. A number of
Xeriscape demonstration sites, including the one
on the grounds of the agency's headquarters, offer
the public a view of what water-conserving land-
scapes can look like.
In addition to the many initiatives to reach out
to the public and other governments, the District is
also committed to being a recognized partner in
intergovernmental local water resource programs.
Over the past seven years, more than $30 million has
been allocated for intergovernmental cost-shares.
This year, the District expanded mobile irrigation lab
agreements with local and state Soil and Water
Conservation Districts to test, evaluate and find
ways to improve farm and urban irrigation practices.
A number of partnerships with cities and counties
were established to encourage the development of
stormwater management plans, stormwater master
plans and stormwater retrofits.

I Y_ I I


The Office of Counsel supports every other
District department, spanning most functional
areas. It is organized by specialty: Office
Management, Regulatory and Planning,
Government and Administration, and Litigation
- to more effectively provide legal support

Office Management coordinates all the activ-
ities of the Office, assigning staff where needed.
This office also provides District-wide contract
oversight, helping to ensure the agency's best
interests are served throughout the contractual
process. The office also provides "preventative"
legal advice to the departments or divisions where
contracts originate or programs are administered.
This group also provided assistance for the
implementation of the American's with
Disabilities Act (ADA) requirements at District
facilities. Expediting District restoration projects,
and shepherding those projects and initiatives
through a sometimes broad array of legal chal-
lenges or conflicting priorities has been one of the
most demanding of the Office's many activities.

Regulatory and Planning Counsel staff work
to keep pace with environmental regulatory law
and compliance and enforcement as well as
national, state and local trends and changes in
those laws to advance the District's efforts to
protect the region's natural resources.
This part of the Office's team has also been
instrumental in helping to define and develop
new rule-making and regulatory responsibilities
called for in the state's permit streamlining initia-
tive. Legal support was also needed for the
District's Water Supply Planning initiatives, and
for compliance and enforcement of existing
District regulations.

Government and Administration staff spe-
cialists provide the support needed to conduct the
District's expanding and increasingly complex

day-to-day "business," advising District depart-
ments and offices of compliance and legal
requirements affecting District projects and pro-
grams. Attorneys on this team are often the
agency's advocate/representative before other gov-
ernment boards and commissions, as well as with
other agencies and related forums.
The members of this group also focus on
"preventative" assistance, working to anticipate
and deal with legal issues likely to emerge as the
agency is given increasing responsibilities or
becomes involved with ever more complex issues.

Litigation specializes in representing the
District in the courts, or before administrative
hearing officers arguing the District's case.
Challenges to the Everglades SWIM Plan, the
federal Everglades lawsuit and the ensuing settle-
ment and mediation required exhaustive legal
support for depositions, motions, appellate briefs
and appeals, and responses to public record
requests. Consent agreements, inverse condemna-
tions, compliance actions and counter suits have
also been conducted by this office.
Legal support for the aggressive implementa-
tion of Kissimmee River restoration was broad-
ranging. The Office is responding to the admin-
istrative challenge to a test-fill originally sched-
uled for this year the next step in Kissimmee
restoration. The office's work on a suit brought
against the District by Frog Pond farmers as a
result of operational changes made to improve
surface water flows to Florida Bay led to another
legal victory in 1994.
The range of the kinds of legal support
required internally and externally is expected to
increase in coming years. To meet these continu-
ally growing legal needs, the office took a number
of major steps this year to gauge, and then
improve, its effectiveness and efficiency: survey-
ing District needs and creating the specialized
"teams" described earlier in this section.



Management Services includes the
Administration, Finance, and Information Systems
departments, and the Office of Quality and
Productivity Improvement. The offices and
departments of this group provide administrative
and fiscal support, as well as information technolo-
gy assistance District-wide. This group is also
working to help improve the agency's work force
diversity, its productivity and its accountability.

The Administration Department provides a
variety of support services to other District depart-
ments such as human resource management, bene-
fit management, insurance administration, facility
maintenance and fleet management, building secu-
rity and energy management, travel coordination
and risk management.
During the year, the District rebid its health
insurance coverage, challenging carriers to contain
costs while providing flexible coverage to meet
individual employee needs. In combination with
in-house cost-containment strategies, such as
enhanced wellness programs and plan redesign and
expansion, the District was able to reduce its 1994
insurance costs by $1 million. Over the past five
years, health care cost-containment strategies have
reduced costs over $7.7 million.
The District has also made strides in diversi-
fying its work force. Minority employment reached
17.7% this year, up from 16.5% in the prior year.
The agency was recognized for its efforts to pro-
vide employment opportunities to disabled per-
sons. The District also conducted various job stud-
ies of position classifications to eliminate, reduce
and streamline existing job levels, pay structures,
and job responsibilities.
A "Drug Free Workplace Policy," consistent
with standards established by the state and federal
governments, was also implemented this year. It is
hoped that this abuse program will have a positive
impact on the health, welfare and safety of District
employees as well as the public. In other areas, the
District expanded its deferred compensation program
by increasing the number of mutual fund choices
available to employees from five to twenty-three.

The Finance Department is responsible for
planning, controlling, and managing the District's
financial assets. Areas of responsibility include
accounting, budgeting, payroll management, accounts
receivable and payable, procurement, contract admin-
istration, debt, treasury, and investment management.
This year, the department provided critical support
and analyses associated with the evaluation of various
funding scenarios for the Everglades Restoration Plan
and the federal Everglades Settlement. A dedicated
fund was established to monitor and track
Everglades-related expenditures, and work was begun
on structuring an agricultural stormwater utility spe-
cial assessment. Establishing the financial framework
associated with stormwater billing and collection will
enable the District to move forward with an alterna-
tive Everglades funding plan in the event other fund-
ing alternatives prove unsuccessful.
The Finance Department also made progress in
a number of other areas. This year, the District took
advantage of declining interest rates and refinanced
over $31 million of outstanding land acquisition
bonds. Through refinancing, the District will save
$4.4 million in debt service costs over the next 22
years. A new human resource, payroll and fixed assets
system was implemented to promote greater efficien-
cy and financial accountability. The District also
solicited proposals from outside agencies to evaluate

the success of its efforts to encourage Minority
Business Enterprise (MBE) participation in the pro-
vision of District services.

The Information Services Department contin-
ues to provide District employees with the necessary
computer technology, training and expertise to
enhance and increase productivity. The District's
computer communications network is being con-
stantly upgraded and refined. Examples of that
improvement are apparent in the network enhance-
ments instituted this year and in the successful
implementation of the District's new integrated
Financial Management Information System. The
District's pace-setting advances in state-of-the-art
Geographic Information Systems (GIS) are being
used to analyze data and make operational improve-
ments to its flood control and water management
systems. GIS is also being used to develop and
update SWIM Plans and support research and water
supply planning efforts.

The Office of Quality and Productivity
Improvement (QPI) was created to encourage
District-wide productivity and service delivery
improvements. QPI is developing "Productivity
Improvement Plans" District-wide, and offering
"Total Quality Management" training. The office
designed and implemented the "Timer Powers
Productivity Awards Program," which provides mon-
etary and non-monetary incentives to employees for
productivity and efficiency improvements. Last year,
QPI documented combined savings of nearly $21
million in exemplary work efforts, cost savings, addi-
tional revenues, and cost avoidances.
The quality of the District's management sup-
port services is the cornerstone of the District's suc-
cess. It is truly a time of opportunity, a time to invest
in the best and create new possibilities which promote
the most efficient and effective use of District
resources into the 21st century.
The following pages present a detailed financial
summary of the numbers behind the challenges and
the achievements documented throughout this report.

I )



a financial overview of the District during its fiscal year October

1, 1992 through September 30, 1993. Since traditional

financial statements may contain data unfamiliar to many

readers, we have tried to depict our financial status through

graphs, charts, and non-traditional statement presentation. We

have provided basic explanations and interpretations of the

important facts that would be interpreted by accounting

professionals primarily by analyzing the financial statements.

This less formal report represents a continuing effort by the

District to provide interested parties with a basic yet clear

understanding of our total financial picture.

The financial facts and figures included in this report are gathered

from the audited financial statements included in our much lengthier

Comprehensive Annual Financial Report which provides complete

financial disclosures. To many readers, the lengthy and technical

comprehensive report may be too detailed or difficult to understand.

Therefore, this summary report is produced to provide the public with

a generalized, "big picture" of the District's financial status and

accountability. Although its length and format are similar to a

corporate financial report, this su mmry report still recognizes certain

financial restrictions and accounting principles unique to government.


Debt Service 3.6%
SCapital Projects &
Land Acquisition 12.8%
Construction Management 8%

Land Management 5.2%

- Technical & Administrative 22.4%
1=5r-..-.... 8. 8%

i Regulation 6%
"'-' operations & Maintenance 27.1%

Water Resource Evaluation 6.8%

- Research 3.4%


Debt Service 2.7%
Capital Projects &
Land Acquisition 28.2%
- Construction Management 3.4%

Land Management 5.4%

STechnical & Administrative 17%
.1-,,j-,,-,) 7.8%

SRegulation 4.9%

i,-,,:rations & Maintenance 22.7%

Water Resource Evaluation 4.6%/

SResearch 3.3%


e.-i-.. t & Ocr-,er 2 '5u

Coroo eoraec 5-u_

Incereat -4 5=

SIntErgorer=irr-.mer-,cal 23 2-
d '. lorEmrn
P.-iert. Tax E.- 80o


S.ncrecr BOur,

Internqo .. r.nimr.ncl a 1
-- d *,/I. 1rr.ir.
rP,...E.-c, Tr i ,3 er,,

The annual revenues and expenditures of the District are
traditionally presented on the Statement of Revenues,
Expenditures and Changes in Unexpended Fund
Balances. This statement is similar to the
income statement used by private industry, except
that the District uses a "flow of funds" measurement
focus. The statement's purpose is to show the sources
and uses of all funds, including funds for current
operating expenditures as well as funds set aside
for long-term capital purchases.

On the following pages we have used a non-traditional
approach to illustrate in simplistic terms a summary of
revenues, expenditures and changes in unexpended fund


Ta, ES
T A *-* E S.
Ad. va]rerrm tal\e, ot $125.S mlion produced ia4.i', itf
FY 1993 re\einue, whilee caxes oi $124 ,S million made
up t'.8"... '4 t 1992 tori revenues This represents
an ncrea.e btrxeer. 19'02 nd 1993 of approximriaelk
$1 million, a percentage increase of 1'P.. The incredae
in total dollars resul-t from an iinrea ,e in property
\alues :ind new\ conltru.crion thrjuihoiut the Di-trict,
rather than t;.a rare increases Palm Beach. Broiard,
and D.de counrltes have con-nistentlh generated the
greater p )rt in. .4d talort m revenues ,:,er the pair
eti era] %tars, Comprising appro:nimarel\ 7ii',," if .td tax

I rj T E R G 0I v : i F M E N T A L
Intergovrernn ntal rc enut rcprcrentr- '1 2",' o. the
totr.l FY 19'3 revenue. Thi. i-, money\ received tr.m
%arious federal and -.tatt ag encie- The largest amcurnt
of intergicoernmentai re enuJe iame from the State tor
land acquiiticn'..The 53.7 nilliuri increase in
intcrgo\ernmental revenue between 1992 and 1993 is
due toi reimbiuricmenrni b Federal agencies for
Hurnane A\ndren related expenditurei,
Intergt:e\ rnnierl.dl rc\cnues lihae also increased
signiticanld due i.o funding tr c\panded
respon.ibilire- reiulcting fr,,m legil;ljame maridates

Interest income for FY 1993 \i,. $s.S million as
cmnipared t, interet earned in FY 1992 of 0) 4
n-liU-on. thoughh c.l-h a\ailablc t;ir inve-rment
increased ;ijZnifticantlI during the iear. plunirneting
Intercr ratcs re-,ilted in a net decrease in interest
income COr the )ear -if o 3"...

Corporate inc,,me .f $9.6 miUi in produced 5".. :i FY
1991 retenue-. The ni.ajorir of thi ci.: metn %a,
received from a Florida electric, urlin. Thi. rcenne
ill be used to mitiatc arn\ en\irorirenta] damag.nes
[hat ma\ iCcLur \ hen the uttIl. r ii 'rructs a power line
through dater c.'n.er,.atnonl area which are under the
control of the Dictrlct.

P E R .1 T T H OT E
Re\enue otf 4- S million from permits and other
sources representc- mnoinic reixn.ed .for licenses. permits,
fines, as.sessm.cn:,. and miscellaneou- income, n111
mcrteae of 5025 th,,u.and irince 1992 This increase i.
due to additional r)pes i-if reCulacorn permtn., beini
issued. a., \tetll a an inrcri.e in the number of
ertinnrmental fines iriposed

Revenues are amounts received by the District, or expected to
be received soon, end are classified by their sources. Revenues
remained essentially static between fiscal years, decreasing by
less then 1% between 1992 and 1993. District revenues are
from five sources: ad valorem property taxes, intergovernmental,
interest, corporate, permits and other income.


Operating & Resource


Water resource evaluation

Operation & im.rntenance



TechnicaLl N adjminisrrarive

Total operating &
resource management

'.3".. ?55,00.232

4.6 7,81T,687

22 3S.747,0'S5

4.9 8,435.1044

7.'- 13.12.5787

17.1. 29108,t51

(I.3 '.. 1 2,9 ),551

Capital & Capital

Land nianagemient

Con.tnctilorn nnage.ment

Capital project N land aqtus.

Debt ,ermce

Total capital & capital

Total expenditures

5.4 9,151,)14

3.4 5,331,S15

28.2 48.226,455

2.7 4,~25,11.t

39.7'% ro7,835,302

11H) S1"'.: 1 70),795,S53

Using a flow of funds measurement focus, this summary notes a
$41.9 million net excess of revenues and other financing sources
over expenditures and other financing uses in 1993. This excess is
primarily due to revenues reserved for future capital expenditures to
restore the Everglades. Unexpended fund balance is the cumulative
difference between the funds received and the funds spent.

Both investment in capital assets and undesignated fund balance
showed modest increases from the prior fiscal year. This indicates
that long-term resources are not being consumed for current
operations, a significant indicator of stability.

Unexpended fund balances total over $168 million on this summary
statement and match the reserved and unreserved fund balance
amounts on the balance sheet.

Expenditures are the total cash spent and payable
by the District, and are classified by their use.

Expenditures are classified in two categories:
1) operating and resource management expenditures end
23 capital and capital management expenditures.

This year total expenditures decreased by almost $18 million,
or 10.5%a, between 1992 and 1993. The decrease is primarily
due to a reduction in capital and capital management expenditures.
In comparison to FY 1992, we invested significantly less funds in
land purchases and building/structure construction during FY1993.
Land purchases were deferred pending conclusion of the Everglades
cleanup mediation and legislative process.


Changes in
Fund Balances
Excess of revernues
O.ver expendi rures

Other financing
sources I uses

Proceeds of refunding bonds

Intere, t from bond proceed'

Payment to .bond escro\e agent

Total other financing
sources luses)

Exce",s ot revenue
and other lin.aUcuig sorce
over expenditures

Fund balances t
beginning otfear .

Fund balances : .
at end of year






Ad valorem property r.txe 03.8"., 12-4,799.-31

Intergovernmental 21.0 4-1.184.897

Interest 4.8 9,A-19.68-1

Corporate 8.2 16,0-4.384

Permits & other 2.2 4.223,982

Total revenues 100.t'u. 195.662,378


R E S 0 U R C E M A N A G E M E N T
Totil operating and resource managemeni expenditure,
make up 72.3%a ot the total expenditures tor F' 1993
Coirs associated with operating and resource
management expenditures represent the functional
areas ot. research, water resource evaluation,
operations & maintenance, regulation, planning, and
technical & administratwe

The largest portion of eperidirure, is for operation-
and maintenance related coct- at 27.10.. of total
expenditures. Operations and maintenance related
activines include maintaining over 200 i after control
structures, 25 pumping rtanons, and 1.400 miles :t
priman canals The increase in FY 1993 expenditures
o0er FY 1992 was pnrmaril cau-ed b\ an intreae in
aquatic plant control and melaleuca eradicauon etfftrt-
as uell a. jlar and benefit cost increases as-ociated
with the largc number of Di-rrict employee- included
In this program.

Technical arid idrninistratint expendinur(s are the
second l]rgect pornon of expenditure. at 22.4"i'. The
total operating and resoiurte management expenditures
ncrea.ed 7.3''r, benxeen 'F 1992 and FY 1493.

M A rl A G E fM E fJ T
Capial and capital management expenditures make up
27 7. of the total expenditures tor 1993 and decreiscd
37.5%) between 1992 and 1993. Capital projects and land
acqui'jtion costs make up 12 oa of capital and capital
management expendirures and decreased appriinately 59"',
benveen 1992 and 1993.

In FY 1992, land acquiition expenditures were
sigruficantly higher than in F' 1993 because the Distrct
made a one-time 520 mdlion payment to settle
outstindinar in erse condemnation clainm..

Capital Project and Land Acquisit in costs also decreased in
Fl 1993 because runids to be expended thniugh the Save
Our Rrrrs and the Presernanon 21.1:0 land acquasmori
programs were deterred in FY 199; pending resolution of
Everglades cleanup issues

In FY 1993 the District i-sued 53o 3 million of Special
Obligaton Land Acquisition Refunding bonds \ith interest
rates ranging beM een 2 75"i0 and 5 25t': to advance retijnd
$31 t million oooutstanding senes 1986 Special Obligation
Land Acquisition bonds u th an interest rate ot 72i.. The
objectie ro the refundind g \as to reduce total debt semce
pamTnens over the next 23 earn by almost $4.5 million and
to Ibtun an an econonuc gain of 52.5 millio.n.



The summarized financial position of the District is traditionally
presented as a Balance Sheet. The Balance Sheet presents an
overview of the District's financial status as of September 30,
1993, and may be described as a summary of the District's
resources balanced against its debt and residual interest in the
items we own. The components of the statement are: (1)
Assets, items that we own or control; (2) Liabilities, debts
that we have; and (33 Fund Equity, the residual interest in the
items which we own or control after deducting our debts. As
illustrated by the Balance Sheet scale below, District assets are
equal in value to total liabilities and equity.

Assets are listed in two categories: current assets and
other assets. To facilitate an assessment of solvency,
the assets are listed in the order they are transformed
into cash. Current assets represent cash and receivables
expected to be realized in cash, and other items
consumed/used during the normal operating cycle of
the District. The receivable amount of $16.1 million
represents money owed to the District by other
agencies or individuals, and collection will take place
within the coming year. Consumption of inventories
and prepaid expenses of approximately $1.3 million are
also anticipated during next year. Inventories are based
on average costs, and include fuel, chemicals and other
supplies held for consumption. These costs are
recorded as expenditures at the time individual inventory
items are consumed. Current assets represent the
District's working capital and provide support for day-
to-day operations.

Total assets increased by approximately $4.6 million.
The major increase is due to having more cash available
at the end of the year than was available at the
beginning. This cash will be used for major land
purchases, which are anticipated in fiscal years 1994
and 1995.






Deferred Charges

f 1993 1992
$949.5 $944.9

''K- MS Current Liabilities

i Long Term Liabilities

: Reserved Fund Balance

Unreserved Fund Balance

Net Capital Investments

1993 1992
$949.5 8944.9

Liabilities are defined as claims against our assets. Like
assets, liabilities are listed in order of liquidation, either
current or long-term.

Current liabilities include operational type bills which
are due for payment, revenue collected before it was due,
and current amounts due on any long-term debt
obligation. The current liabilities are due within a short
time and are usually paid out of current assets. The
relationship between current liabilities and current assets
is expressing the current position of the organization.

The ratio between current assets and current liabilities
is called the "current ratio" and illustrates our ability to
meet currently maturing obligations. The District's
current ratio for FY 1993 is 5.46:1, compared to the
FY 1992 ratio of 2.78:1. The increase in the ratio is
mainly due to a reduction in accounts payable and
deferred revenue, which comprise the largest portion
of current liabilities. The ratio illustrates that the
District has more than sufficient cash and future cash
items available to pay current obligations. The District
could pay its current obligations over five times before
financial difficulties would arise.

Long-term liabilities include anticipated payments
beyond our current annual operating cycle. The District's
FY 1993 long-term liabilities include: long-term debt of
$55.5 million for the repayment of principal due on land
acquisition bonds issued in 1986 and 1993; $7.2 million
in potential condemnation payments for the taking of
private lands throughout the District for public use; $7.4
million for employees' vested sick leave or vacation time;
and $2.8 million for estimated future insurance claims
due to self insurance of workers compensation, auto &
general liability coverage.

This year's decrease in long term liabilities is due mainly
to a $20 million reduction in potential condemnation
payments. The District was relieved of its liability in a
lawsuit regarding the taking of private lands.

84 85 8B 87 88 89 90 91 92 93

The District's financial stability is demonstrated by its net
equity, or investment in capital assets. The net equity is
represented by the total capital assets owned, less all related
indebtedness still outstanding.

The net investment in capital assets increased 1.5% from S860
million in 1992 to $670 million in 1993. The lirne in the graph
below illustrates changes in capital assets over the past 10
years. The total increases are directly related to capital project
and land acquisition expenditures. Decreases in capital assets
are due to retirements and deletions.

The amount of debt outstanding in ratio to capital assets is
called the debt ratio. The bar charts in this graph illustrate the
District's debt ratio for the last 10 years. The ratio has ranged
from a low of 4.43% in 1985 to 11.71% in 1986, the year of
issuance of special obligation bonds for land acquisition. The
ratio has declined each subsequent year until 1993, when a
partial refinancing of the 1986 bonds caused the ratio to
increase slightly.

Debt Ratio

Fund equity equals the excess of our available resources
over our liabilities. The "unexpended funds" in the
equity section show that we are able to pay all liabilities
and have funds available for future commitments.
Reservations of fund balance are made based on
tentative plans for the future use of financial resources.
In FY 1993 we have future commitments related to
operating expenditures of $70.6 million, and
commitments relating to capital and debt service of
$95.9 million. Unreserved funds of $1.8 million are
available for future appropriation. The net investment
in capital assets of $670.1 million represent the value
the District has invested in assets such as land, flood
control structures, buildings, & equipment.




q' ___A~

1 7.VClb

4% 4-



J #?


84 85 86 87 88 89 90 91 92 93




'*A (L.JI

SU M M A R i O F C A S H
F L &O W S C H A N G E S I N
Thi illustration provides information about w here our
cash came from during the \ear (sources' and where
the cajh nas spent usess. It provide- insight into how
the actiiries of the District have been financed
(-ources of cash), and how financial resources have
been used ruses of cash).

Cash sources are revenues collected during the year as
well as changes in current assets and current liabilities
that are directly\ related to the collection of revenue.
Our total revenues of almost $194 million are the
priman source of cash. As recei ables
decreased b\ $4.8 million, additional cash
was collected for inmesrnent purposes.
Deterred revenue represent, the
collection of cash before the period
that the cash is due or payable. The
decrease in deferred revenue
between \ears symbolizes that
the actual cash was collected in a prior
year, but the revenue was recognized in
the current sear.

Cash uses include total expenditures as well as changes
in current assets and current liabiities that are
expenditure related, although the actual cash outlay has
not vet taken place. Total expenditures of almost $153
million (less an increase in accounts payable and accrued
expenses which were not due for payment) are our
primary uses of cash. Also. additional cash of $8.505
was expended to increase inventory levels and prepay
future expenses.

The total cash and investments of 191.1 million in
this illustration agrees with the cash and investment
amount shown on the balance sheet.

This graph illustrates how we are investing our cash. The
negative balance of 52 million in demand deposits at
September 30, 1993 illustrates an aggressive but prudent
cash management program. The program's objective:
achieving the optimal use of cash resources bv investing
the "loat" of outstanding checks. In addition, collections
are accelerated and disbursements are controlled, again to
optimize cash available for investments.

Flonda Statutes restrict the variety of investment
opportunities. As a result, temporarily idle funds are
primarily invested in the state-administered Local
Government Surplus Funds Trust Fund, which is a
pooled investment account of the tunds of over 500 local
governments throughout the state. The Trust Fund
functions as a money market account for the District.
The District's Water Nanagement Lands Trust Fund
and Preservation 2000 Trust Fund are also administered
by the State of Florida.

[ei'iiiii iiiii


* ; *

The above illustration shows that the difference between the
sources and uses of cash in FY 1993, resulted in a net increase
in cash of $15 million. The FY 1992 cash amount carried
forward to FY 1993 was $17B.1 million. The ending cash
balance in FY 1993 was 5191.1 million.

$80 F


E70 [




$ '10

_. 10

... ... !iiiii~~i~i1992

::::: :::::: :.::ii:
:::;:' i;

iiii- i!M: i:
i::: I! i!
!:;:;! c **'''

iliii= il1i ::il
it iil 11111
*:::;; -!! hi;

m ijl_ ijiii : "iir & m ^

M-key -1Y


BoOK Value $IS1,103
Market \.lue 193,787

.02 $176.055.235
.BIB 179.676.675




SEPTEMBER 30, 1993


The District's accou:-itimn p.li.ie-e cotd.:.rir. to general\ ac, ptcd a.icc,-untin i principles
(GAAP) as prescribed bh the G,..icrnnicital .Xc1.:.iutiri Standard. Board with the
exception of this pre-. ntitioin .. un.man fTiriarilal -t.tcrnient-. The Di-trict't
separately preparedand audited Co:nrprehen-. c Annual Finianral Rc.pi.rt ICAFRi Is
presented in confori.ance i ith (GAAP Fir a n..r. .:mpltc dc- pti-..in ot
significant accountin- policies and other Jdiscl.:-isuri required b\ GAC P. .ce the
CAFR available from the Di.trirt' Financ Department.

Florida Power &
Light Co.






S 16,123,915 $20,902,507

Governmental finiainii rep. irt- are c%.i h ir.i t- pr. Jidc .uninarized finan'aJ
information to rtizen- trid ...ther uter- to: supplemrent detailed reports These
summary financial stateents are prepared in a I ;:rnmt similar to. the con,o.>,hdated
financial statements : .t priiare co rporatoin. cc't till diJ!.~.c the f-ind equin
accountability. The\ prc-cirt an jIagre;.itd fj hr.ar.iia p,.,it ..r .if the D-rr!,rt. the
total cost ofprclgr.iri -ervic.e an d retenucs and l'hiinait duiplicati.n- .lu-tcd b\
interfund transa;c tio:n

B) PRINCIPLES -i Pi-:' i Nil X I [-N
In preparing the-e -rtatemerit-, the l4l Ui n .ri principles %cre applied to: adjust the
combined total in the CAFR

Elimination of irtcrfund balarincc, rc% nucs. c \pndirure- and tr~ r A-cr-. Th,-, n
done to avoid duplicatin *if reierue, e'.perdirure- a.nd tr.rnlter- berneen undr-.d

Consolidation and rcla-.,ll iti.n ~" frud bhalinrce arid retained earnringi accord-
ing to their availibilir and ippropriated r r funded purpose I I:eter. lite tiital
fund balances i: the!e -turternent, and the CA FR are ii ..zreeimeri

Elimination of geieril hlong-tcrer debt r.- be pro. ided ai a rcduL[ir I in the i-ct
investment of reltjied as-et.

These principles difer f!roi the pnnriipklc c.-Ui,[ ed in the epararc furid npe
financial statements pre-ented in the D.-tmct' CAFR ,nr th ba-iis .: presenrtatiun

(c) MEASUREM FNT Fic-i B \-i;I. 'F A.-i -- 'NTIN,'J
The District use- the tl,% c-f current friarici.tl rc-ource rnmeasurenierit -c;:u. irnd
the accrual basi- itaccouii ritn Reicnriuc are recognied "lher earned and
measurable. Expendirtur re a ire rcolanzed at the time liabltimes are incurred

..i...;..;.:-:....:.i; ; ^ii.i i .i i

Property taxes are lex ied .ach N :'Nembcr 1 ':nr the .as-es-ed ali.e listed .as of the prinr:
January 1 for real and per:onn.r pro:pern located thinn the )Distrir: The jas;ziced
value at January 1, 1902. upori': whichh the ti-s.d cear 199' le~\ %jas bced. \a.,
approximately $241 bilhli:ii Tlhe Di-trict i perniiurtd b\ Florida Staaruric. I: levi ta-\e-
up to 0.80 mills of te asise- ed n aluajti.n The Irat leid '-,r a mai..r ri o:f the
District for fiscal year lio; a 3, 5-1 nmill. 5-1 per S ilIi0 ..f ai-e:-cd .auc i.

Deferred revenue pr:anhr l rprrcccri. r,-iurtc, relied and t., be re.eired t'rmn ..thcr
governmental agencies arid trom Fl.-rida Pr.ier N Lght Co. Interg..icrrinicratl
revenue is due pendiinu the r..-niplkti..ri .n .. .rrant rcuiircnmenr., ind rr enuc !i due Fr..n
Florida Power & Li-ght C pcnrdin- thi !i s.uai% oF> permit.

Property, plant and equipment are stated at historical
cost, and no depreciation is recorded in accordance
with GAAP. The carrying values are:



Water Control
Land and Construction

30,)b-14, 38S



392.465,130 391.9h5.378

In Process 17.174,h95 29.831,962
TOTALS 5726,542,871 $712,434,338

The District participates in or sponsors several plans
which provide benefits to employees after they renre
from District employment. The Distmct contributed
iunds to the following plans:

Federal Social
Security System
FL Retirement Sv-tem
Compensation Plan



S3,910.698 53.705.194
9.236.084 8,-86.893



Medical Plan 113,573 119,000
TOTALS $13,474,345 $12,509,507



Long-term liabilities totaling $72.9 million include
Land Acquisition Bonds, potential condemnation
payments, emploeee compen-ation absences, and future
insurance claims.

Land Acquisition Bonds
Series 1985
Series 1986
Series 1993


Less Current Portion 985,000
Net Long-term Bonds $55,490,000


Principal and interest on Land Acquisiton Bonds are
secured bN a lien on documentary tramp excise taxes
collected statewide by the State of Flonda and allocated
to the Satr'c five water management districts through
the Water Management Lands Trust Fund. Annual
debt eruce requirements (principal and interest to
amortize bonds outstanding approximate 14.I4 million
annually through fiscal year 2016.

The District i par-t to a number of lengthy
condemnation proceedings tas plaintiffs and inverse
condemnanon proceedings las defendant) regarding the
taking of private lands tor public use. The court may
rule that there s.as no taking of land bi the District
resulting in no lablitr b\ the Dstrict. \Where a taking
is ruled, the court determines the value of the land
claimed by the owner, and payment is made to the
owner upon transfer of title to the District. The
estimated maximum future habilit of $7 million for
the purchase price of these lands, including interest and
artornev' fees is recorded as a long-term liabilir with
an off-etnng deferred charge to future years when the
District will leIv the necessary taxes, then budget and
appropriate the added resources in the period in which
the land value is determined and acquired.

Enmploee benefits for actionn and sick leave
(compensated absencesl are recorded as expenditures
%when payments are made to emploices. However, the
liabiltt fr all earned hut unpaid acanon and sick pai
is recorded as a long-term iabilin, although the cost is
not recognized as an expenditure Currently, the
Governmental Accounting Standard. Board is
considering alternative methods of recognizing the cost
at'this long-term liabiltny. The District is designating
an increasing share of the fund balance each year.
which could absorb thi. future charge without
impaiinng the fund balance in furtire fiscal ears.

Amounts reserved and designated tor the retirement or
general longk-term liabilities are.


The District is a defendant in legal proceedings arising in the normal course of
business. In the opinion of management, based on advice of legal counsel, the
ultimate resolution of these matters will not have a material adverse effect on the
District's financial position.

We participate in several State and Federal assistance programs which are subject to
financial and program compliance audits. Such audits could lead to
reimbursements to the grantor agency for disallowed expenditures. However,
management believes such disallowances, if any, will be immaterial.


In 1991, the District plus the Federal and State governments entered into a
Settlement Agreement ending an injunctive suit to restore, preserve and protect the
unique flora and fauna of the Everglades National Park and the Loxahatchee National
Wildlife Refuge from damage of stormwater runoff coming out of the Everglades
Agricultural Area. This resulted in numerous administrative challenges and other
litigation from the agricultural industry.

During fiscal year 1993, the foregoing parties attempted to end the litigation and
administrative proceedings by signing a Statement of Principles committing to reach a
subsequent mediated agreement acceptable to all parties. The statement of principles
and the mediated agreement under discussion incorporate a technical plan and
construction schedule to reduce the negative effects of the water running off the
agricultural lands. The parties tentatively agreed to a shared financial commitment of
the capital and operating costs which exceed $600 million. Of the total, the District's
share is in excess of $200 million over the next ten years. As a result, the District has
levied a one-tenth mill tax which will generate $21.8 million in 1994 for Everglades
restoration. Although the mediated agreement is currently unresolved, the state
legislation may resolve the plan and schedule to restore the Everglades.


In August 1992, Hurricane Andrew slammed into south Florida, inflicting severe
damage in the area of Dade County, south of Miami. Damage to District facilities in
southern Dade County ranged from minor to severe. Immediately following the
storm, the District began clearing debris from canals to restore flood protection to the
region and rebuilding damaged flood control structures and buildings. The Army
Corps of Engineers and the Federal Soil Conservation Service assisted in completing
repairs and stabilizing eroded canal banks. Hurricane recovery work, which began in
August 1992, continued through the end of FY 1993. In total, damage and repairs
have cost the District approximately $12 million, a majority of which will be
reimbursed by the Federal Emergency Management Agency (FEMA), private
insurers, and other Federal agencies. The process of applying for, documenting
damage, verifying cost estimates, and receiving federal financial assistance to help
offset the costs of repairing damage was a significant administrative undertaking
during the year and continues into FY 1994.

Re.,ced Debt Snrice $7,346.187 $7,912,-144
Designated i:or
Coinpensted \Abence' 4,874.000 .,,339,088
Totals $12,220,187 $11,251,132


"Employer of the Year" by the Florida Rehabilitation
Association. This award is given to organizations which
have shown intelligence and persistence inproviding
employment opportunities for disabledpersons.
The National Centerfor Public Productivity recognized
the District's "Timer Powers Productivity Awards
Program"as one ofonly 25 selected nationallyforproduc-
ing exceptional cost savings, measurable increases in qual-
ity andproductivity, and improvements in the effective-
ness ofgovernment services.
Over the pastfour years, the Government Finance
Officers Association (GFOA) gave the District a number
ofawards for distinguished achievements in financial
reporting. They include the most recent and most presti-
gious award given by GFOA, the "Certificatefor
Excellence in Financial Reporting. "for the District's
1991/92 ComprehensiveAnnual Report. Other GFOA
awards include: the "Distinguished Budget Presentation
Award," the "Certificate ofExcellence in Financial
Management," and the "Popular Reporting Award".
The District is, to date, the first and the only governmen-
taljurisdiction in the United States to receive all four
1993 "SilverAnvil" from the Public Relations Society of
America for excellence in public affairs, for District efforts
in support ofKissimmee River Restoration.
Lewis Wolfson Award for excellence in video for "Visions
of Florida; the PhotographicArt of Clyde Butcher."

Marsha Kirchhoff
Barry Atwood
Tammie Hardy
Graphics Division

P.O. Box 24680, 3301 Gun Club Road,
West Palm Beach,
Florida 33416-4680
407.686.8800 or WATS 1.800.432.2045

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