Grau & Associates

CERTIFIED PUBLIC ACCOUNTANTS

Proposal to Provide Financial Auditing Services

TOHOQUA

COMMUNITY DEVELOPMENT DISTRICT

Proposal Due: September 24, 2018 - 12:00PM

Submitted to:

Tohoqua Community Development District
c/o GMS - CF, LLC, District Manager
135 W. Central Blvd., Suite 320
Orlando, FL 32801

Submitted by:

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

Table of Contents

PAGE

EXECUTIVE SUMMARY / TRANSMITTAL LETTER	1

FIRM QUALIFICATIONS & EXPERIENCE	3

STAFF QUALIFICATIONS	20

REFERENCES	27

SPECIFIC AUDIT APPROACH	29

COST OF SERVICES	33

SUPPLEMENTAL INFORMATION	35

~ Grau & Associates	951 Yamato Road, Suite 280		
	Boca Raton, Florida  33431		
	(561) 994-9299 ▪ (800)	299-4728		
~ CERTIFIED PUBLIC ACCOUNTANTS	Fax (561)	994-5823		

September 24, 2018

Tohoqua Community Development District
c/o GMS - CF, LLC, District Manager
135 W. Central Blvd., Suite 320

Orlando, FL 32801

Re:

Request for Proposal for Professional Auditing Services for the fiscal year ended September 30, 2018, with an option for four (4) additional annual renewals.

Grau & Associates (Grau) is pleased to respond to the Tohoqua Community Development District’s (the “District”) Request for Proposal (RFP), and look forward to working with you on your audit. We are a team of knowledgeable professionals with extensive experience in audits for organizations just like yours, and we know how to work with you to complete an effective and efficient audit.

Since our focus is on government, we fully understand the professional services and work products required to meet your RFP requirements. Our team provided services in excess of 19,000 hours for our public sector clients last year, and we currently audit over 300 governmental entities. Our practice is unique as 98% of work is either audit or work related to government and non-profit entities.

In addition to our firm’s focus, Grau & Associates is a great fit for your audit for a variety of other reasons, including:

•	Experience

	Grau is proud of the fact that the personnel we assign to your audit are some of the most experienced auditors in the field. Unlike many other firms, our auditors work almost exclusively with governmental entities, which mean they are more knowledgeable and efficient on audits like yours. Our engagement partners have decades of experience and take a hands-on approach to our assignments, which all ensures a smoother process for you. Also, due to Grau’s very low turnover rate for our industry, you won’t have to worry about retraining your auditors from year to year.

•	Service

	Our clients are pleased with the level of personalized service they receive from our talented professionals. Because of our extensive experience, we are adept at making the transition to a new firm as smooth as possible. We work with you to resolve any issues and keep in regular contact so there are no surprises when the final report delivers. In fact, your engagement team will report any potential audit adjustments to you on a regular basis so you will have adequate time to research and respond. Additionally, we have a disaster recovery plan that includes daily data back-ups and offsite file storage, so in the case of an emergency, your records would be safe.

Tohoqua Community Development District
September 24, 2018

•	Responsiveness

	We pride ourselves on our high level of responsiveness. We answer emails and telephone calls within 24 hours, and usually right away. We are always accessible to clients during business hours, and make every effort to answer any questions as they arise. Additionally, we don’t just complete your audit and disappear. We understand the “big picture” and think beyond the traditional auditor’s perspective. We remain in touch for the entire year, suggesting ways you can improve your District’s performance, procedures and controls. We will update, advise and educate you on new or revised reporting requirements so you are sure to always remain compliant.

•	Reputation

	Our reputation in our field is impeccable. We have never been involved in any litigation, proceeding or received any disciplinary action. Additionally, we have never been charged with, or convicted of, a public entity crime of any sort. We have the professional staff available to perform the engagement and resources required to complete the work. We are financially stable and have never been involved in any bankruptcy proceedings.

•	Standards

	Grau & Associates is a professional association / licensed certified public accounting firm serving clients through the state of Florida. We are a member of the American Institute of Certified Public Accountants (AICPA) and the Florida Institute of Certified Public Accountants (FICPA). Additionally, individuals are members of both the (GFOA) and (FGFOA). Grau is also a member of the Governmental Audit Quality Center (GAQC). Our audit will follow the Auditing Standards of the AICPA, Generally Accepted Government Auditing Standards, issued by the Comptroller General of the United States, and the Rules of the Auditor General of the State of Florida, and any other applicable federal, state and local regulations. We will deliver our reports in accordance with your requirements.

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

We would be happy to answer any questions or provide additional information as needed. Please do not hesitate to call or email either of our Partners, Antonio J. Grau, CPA (tgrau@graucpa.com) or Racquel McIntosh, CPA (rmcintosh@graucpa.com) at 561.994.9299. We thank you for considering our firm’s qualifications and experience, and look forward to serving you.

Very truly yours,

Grau & Associates

_____________________________

Antonio J. Grau

2

Grau & Associates

CERTIFIED PUBLIC ACCOUNTANTS

Firm Qualifications &

Experience

3

Grau & Associates is a medium-sized accounting firm providing comprehensive financial and compliance auditing, attestation and accounting, and other management consulting services and we are properly registered and licensed by the State of Florida. The Partners, Consultant and Managers of Grau are members of the American Institute of Certified Public Accountants and the Florida Institute of Certified Public Accountants.

Grau & Associates is a properly registered/licensed State of Florida professional corporation and all assigned supervisory professional staff are properly registered/licensed to practice in the State of Florida.

Grau’s Focus and Experience

•	We are dedicated to serving Special Districts.

•	We currently audit over 300 Special Districts.

•	Last year, Grau performed in excess of 19,000 hours of services for our Public Sector Clients under Governmental Auditing Standards.
•	Grau currently only provides audit and attestation services principally for governmental and non-profit entities under government auditing standards. The firm and staff are 100% dedicated to the audit practice.

During Grau’s history we have consistently focused on providing service to the public sector. By focusing our resources on this industry, we provide the highest level of services to our Public Sector Clients.

Grau & Associates has a total of 17 employees, 15 professional staff, including 2 Partners and 13 professionals who specialize in providing auditing, accounting, consulting, and monitoring services to the Public Sector and 2 administrative professionals. The number of professional staff by employee classification is as follows:

	Team Member		Total Professional Staff		Total CPAs		Total Government		
							Audit Staff		
						
	Partners		2		2		2		
									
	Managers		3		3		3		
									
	Advisory Consultant		1		1		1		
									
	Supervisor / Seniors		4		3		4		
									
	Staff Accountants		5		2		5		
									
	Total		15		11		15		

Compliance with Government Education Requirements

In order to maintain our high level of technical competence, we provide continuing professional education programs for all partners and professional staff members, which exceed national and state standards. All of the audit professionals of Grau & Associates exceed the education requirements as set forth in Government Auditing Standards, published by the Comptroller General of the United States, and our continuing professional education programs ensure that all audit professionals meet the requirements to participate in audits of government agencies.

4

Professional Staff Training

Partners - All of our Partners are CPA’s and have diversified public accounting experience. They are responsible for overall engagement performance, policy, direction and quality control and have far exceeded minimum CPE requirements.

Managers - All of our Audit Managers are CPA’s who have demonstrated the ability to plan audit engagements, supervise personnel and maintain frequent contact with clients. They continually upgrade their skills through the firm’s continuing education programs and courses sponsored by the AICPA, FICPA and GFOA. They have far exceeded minimum CPE Requirements.

Seniors - All of our Seniors have a minimum of 3 years of diversified public accounting experience. They perform audits, evaluate staff, review findings and prepare audit reports. They possess the potential for upward mobility and have far exceeded minimum CPE requirements.

Memberships

All of the firm’s CPA’s are properly licensed as CPA’s and members in good standing of both the American Institute of Certified Public Accountants and the Florida Institute of Certified Public Accountants. In addition, certain firm professionals are members or have been members of the following professional groups:

•	FICPA Committee on State and Local Government
•	Florida Government Finance Officers Association (FGOA)

•	Special Review Committee of the Government Finance Officers Association
•	Florida Institute of CPA Non-Profit Conference Committee

•	Florida Association of Special Districts (FASD)
•	FGFOA Annual Conference Program Committee
•	FASD Finance Committee

•	FICPA Young CPAs Committee
•	FICPA Accounting Careers Committee

In addition, we have an ongoing recruitment program that seeks only those accountants with a proven record of academic success. When we recruit at the senior and manager level, we select CPA’s with proven governmental accounting and auditing experience.

Quality Control and Confidentiality

Grau participates in an external quality review program requiring an on-site independent examination of our auditing practice. Grau has consistently received an unqualified opinion on the quality of our audit practice. During our firm’s last external quality control review, six audits were reviewed, including five government audits. A copy of the report on the firm’s most recent quality review can be found on the following page.

In addition to scheduled Peer Reviews, our firm continually monitors performance to ensure the highest quality of services. Under the supervision of the Audit Partner, an Audit Manager is responsible for monitoring quality control of all appropriate engagements.

Results of State and Federal Reviews

All state and federal reviews of the firm’s reports and working papers have been accepted without change or revision to issued reports.

5

Ii	•		
	PA		
FICPA Peer Rniew Program		
Administered in Florida by the		
Flolida Institute ol CPAs		

CPA

AICPA Peer Rewlew Pragram

Mn1nistt,ed in Florida by the

Flooda Institute of CPAs

Mar

ch

2,

2017

Antonio Jose Grau Jr, C PA

Grau & Associates

2700 N Mil itary Tri Ste

Boca Raton, FL 3343 1

350

Dear

Mr. Grau:

It

is my

pleasure

to

notify

you

that

on

March

2,

2017 the F lorida

Peer

Review

Committee

accepted the

report

on

the most

recent system

peer review

of

your

linn.

The

due

date

for

your next review is December 31, 20
should be completed and submitted to

19. This is the date by which all the administering entity.

rev

iew

documents

As you know, the report had a peer review
convey its congratu lations to the firm.

rati

ng

of

pass.

The

Committee asked

me

to

Sin

cerely,

Pa ul N. Brown, C PA,

Directo r o f Techn ical

COMA

Services

cc:

Da niel Joseph

I

l

ev

ia, C PA

Fi

nn

Nu mber: 43901 14

Review Numbe r: 474720

325

W. College Ave.

P.

O .

Box

.S◄

37

T,illahassee,

Fl

323

14'

(8

S0)

224

-

2727

(800)

3-1

2-3197

Fax:

(8

S0)

222

-81

90

www.ficpa

.org

,

AI CPA)"

PEER

REVIEW

PROGRAM

i s

pro

u d	t o

p

r

ese

nt

th

is

Ce

rtificate

of R eco g nitio n

to

Grau

&

Associates

For hav in	g	a  s yst e m	
e n ded J une	3	0. 20 16	w	
fo r an a c count i n g	and a u	dit	
the n  e nde d		to  p rov id e	

o f q u a li ty co n tro l  fo r  its	acc o unti n g	
hic h  h a s  be e n  d es ig n e d	t o	mee t th e	
i n g	p rac t ice establis h e d	b y	th e	AIC	
the	fi rm  w ith  reaso na b le  a ss u	rance	

a n d  a u dit in g	p r	act ice in  effect  fo r  the  y e a r			
r equ irernent s	o f	the  q ual ity con t ro l s tandards	y e a r		
P A  a nd w h ic h	w a s  comp l ied  w it h	durin g  t h e			
o f co n fo rmi n g  wit h  pro fess io na l	s t and a r d s .			

~ ~

AI

C

AnitaJ . O~

PA	Veer Re.,iew Hoard

2016

6

Partial List of Clients

The following is a partial list of clients served and related experience:

COMMUNllY DEVaOPMENT DISTRICTS	Governmental	Audit		Utility Audit	Current Client	Year End		
								
Aberdeen Community Development District					9/30		
							
Allen Plantation Community Development District					9/30		
							
Amelia Concourse Community Development District					9/30		
							
Amelia National Community Development District					9/30		
							
Amelia Walk Community Development District					9/30		
							
Anthem Park Community Development District					9/30		
							
Antigua at St. Augustine Community District					9/30		
							
Aqua One Community Development District					9/30		
							
Arbor Green Community Development District					9/30		
							
Arbor Green Community Development District					9/30		
							
Arlington Ridge Community Development District					9/30		
							
Armstrong Community Development District					9/30		
							
Artisan Lakes Community Development District					9/30		
							
Asturia Community Development District					9/30		
							
Ave Maria Stewardship Community Development District					9/30		
							
Aventura Isles Community Development District					9/30		
							
Bahia Lakes Community Development District					9/30		
							
Ballantrae Community Development District					9/30		
							
Ballantrae Hillsborough Community Development District					9/30		
							
Coconut Cay Community Development District					9/30		
							
Bartram Springs Community Development District					9/30		
							
Bay Creek Community Development District					9/30		
							
Bay Laurel Community Development District					9/30		
							
Bay Tree Community Development District					9/30		
							
Bayside Improvement Development District					9/30		
							
Baywinds Community Development District					9/30		
							
Beach Community Development District					9/30		
							
Beacon Tradeport Community Development District					9/30		
							
Beeline Community Development District					9/30		
							
Bella Verda East Community Development District					9/30		
							
Bella Verda Lake Community Development District					9/30		
							
Bella Vida Community Development District					9/30		
							
Bellagio Community Development District					9/30		
							
Belmont Community Development District					9/30		
							
Belmont Lakes Community Development District					9/30		
							
Bexley Community Development District					9/30		
							
Blackburn Creek Community Development District					9/30		
							
Bluewaters Community Development District					9/30		

7

COMMUNDY IM.OPMENT DIS11UCTS	Governmental	Audit		Utility Audit	Current Client	Year End		
								
Bobcat Trail Community Developement District					9/30		
							
Boggy Creek Community Development District					9/30		
							
Bonita Landing Community Development District					9/30		
							
Bonita Village Community Development District					9/30		
							
Bonnett Creek Resort Community Development District					9/30		
							
Bonterra Community Development District					9/30		
							
Brandy Creek Community Development District					9/30		
							
Bridgewater Community Development District					9/30		
							
Bridgewater of Wesley Chapel Community Development District					9/30		
							
Briger Community Development District					9/30		
							
Brighton Lakes Community Development District					9/30		
							
Brooks of Bonita Springs I Community Development District					9/30		
							
Brooks of Bonita Springs II Community Development District					9/30		
							
Bull Frog Creek Community Development District					9/30		
							
Candler Hills East Community Development District					9/30		
							
Capital Region Community Development District					9/30		
							
Captain's Key Dependent District					9/30		
							
Caribe Palm Community Development District					9/30		
							
Carlton Lakes Community Development District					9/30		
							
Cascades at Groveland Community Development District					9/30		
							
Catalina at Winkler Preserve Community Development District					9/30		
							
CBL/BM Port Orange West Community Development District					9/30		
							
Cedar Pointe Community Development District					9/30		
							
Celebration Point Community Development District					9/30		
							
Central Lake Community Development District					9/30		
							
Century Gardens Community Development District					9/30		
							
Century Gardens at Tamiami Community Development District					9/30		
							
Century Gardens Village Community Development District					9/30		
							
Century Parc Community Development District					9/30		
							
CFM (Coolidge Fort Myers) Community Development District					9/30		
							
Chapel Creek Community Development District					9/30		
							
Champions Gate Community Development District					9/30		
							
Champion’s Reserve Community Development District					9/30		
							
Channing Park Community Development District					9/30		
							
City Center Community Development District					9/30		
							
City Place Community Development District					9/30		
							
Clearwater Cay Community Development District					9/30		
							
Coastal Lake Community Development District					9/30		
							
Coconut Palms Community Development District					9/30		
							
Coconut Cay Community Development District					9/30		
							
Concorde Estates Community Development District					9/30		
							
Concorde Station Community Development District					9/30		

8

COMMUNDY IM.OPMENT DIS11UCTS	Governmental	Audit		Utility Audit	Current Client	Year End		
								
Connerton West Community Development District					9/30		
							
Copper Creek Community Development District					9/30		
							
Copper Oaks Community Development District					9/30		
							
Copperstone Community Development District					9/30		
							
Coral Bay Community Development District					9/30		
							
Coral Keys Homes Community Development District					9/30		
							
Coral Town Park Community Development District					9/30		
							
Cordoba Ranch Community Development District					9/30		
							
Corkscrew Farms Community Development District					9/30		
							
Coronado Community Development District					9/30		
							
Cory Lakes Community Development District					9/30		
							
Country Club of Mount Dora Community Development District					9/30		
							
Country Greens Community Development District					9/30		
							
Country Walk Community Development District					9/30		
							
Covington Park Community Development District					9/30		
							
Creekside Community Development District					9/30		
							
Crestview II Community Development District					9/30		
							
Crestview West Community Development District					9/30		
							
Cross Country Home Services Community Development District					9/30		
							
Cross Creek Community Development District					9/30		
							
Cutler Cay Community Development District					9/30		
							
Cypress Cove Community Development District					9/30		
							
Cypress Grove Community Development District					9/30		
							
Cypress Lakes Community Development District					9/30		
							
Cypress Shadows Community Development District					9/30		
							
Deer Island Community Development District					9/30		
							
Deer Run Community Development District					9/30		
							
Diamond Hill Community Development District					9/30		
							
Double Branch Community Development District					9/30		
							
Dove Pond Community Development District					9/30		
							
Downtown Doral Community Development District					9/30		
							
Dunes Community Development District					9/30		
							
Dupree Lakes Community Development District					9/30		
							
Eagle Point Community Development District					9/30		
							
East Bonita Bridge Road Community Development District					9/30		
							
East Park Community Development District					9/30		
							
Easton Park Community Development District					9/30		
							
Enclave at Black Point Marina Community Development District					9/30		
							
Encore Community Development District					9/30		
							
Enterprise Community Development District					9/30		
							
Epperson Ranch Community Development District					9/30		
							
Estancia at Wiregrass Community Development District					9/30		

9

COMMUNDY IM.OPMENT DIS11UCTS	Governmental	Audit		Utility Audit	Current Client	Year End		
								
Estates at Cherry Lake Community Development District					9/30		
							
Estuary Community Development District					9/30		
							
Falcon Trace Community Development District					9/30		
							
Fallschase Community Development District					9/30		
							
Fiddler’s Creek Community Development District					9/30		
							
Fishhawk I Community Development District					9/30		
							
Fishhawk II Community Development District					9/30		
							
Fishhawk III Community Development District					9/30		
							
Fishhawk IV Community Development District					9/30		
							
Fleming Island Plantation Community Development District					9/30		
							
Florida Green Finance Authority					9/30		
							
Founder’s Ridge Community Development District					9/30		
							
Fountainbleau Lakes Community Development District					9/30		
							
Forest Creek Community Development District					9/30		
							
Gardens at Millenia Community Development District					9/30		
							
Glen St. Johns Community Development District					9/30		
							
Gramercy Farms Community Development District					9/30		
							
Grand Bay at Doral Community Development District					9/30		
							
Grand Hampton Community Development District					9/30		
							
Grand Haven Community Development District					9/30		
							
Greater Lakes/Sawgrass Community Development District					9/30		
							
Green Corridor PACE District					9/30		
							
Greyhawk Landing Community Development District					9/30		
							
Groves Community Development District					9/30		
							
Habitat Community Development District					9/30		
							
Hacienda Lakes Community Development District					9/30		
							
Hamal Community Development District					9/30		
							
Hammocks Community Development District					9/30		
							
Harbor Bay Community Development District					9/30		
							
Harbour Isles Community Development District					9/30		
							
Harbourage at Braden River Community Development District					9/30		
							
Harmony Community Development District					9/30		
							
Harrison Ranch Community Development District					9/30		
							
Hawk's Point Community Development District					9/30		
							
Hemmingway Point Community Development District					9/30		
							
Heritage Bay Community Development District					9/30		
							
Heritage Greens Community Development District					9/30		
							
Heritage Harbor Community Development District					9/30		
							
Heritage Harbor at Braden River Community Development District					9/30		
							
Heritage Harbour Market Place Community Development District					9/30		
							
Heritage Harbour South Community Development District					9/30		
							
Heritage Isles at Viera Community Development District					9/30		

10

COMMUNDY IM.OPMENT DIS11UCTS	Governmental	Audit		Utility Audit	Current Client	Year End		
								
Heritage Isles Community Development District					9/30		
							
Heritage Landing Community Development District					9/30		
							
Heritage Oak Park Community Development District					9/30		
							
Heritage Park Community Development District					9/30		
							
Heritage Plantation Community Development District					9/30		
							
Heritage Springs Community Development District					9/30		
							
Heron Isles Community Development District					9/30		
							
Hickory Hammock Community Development District					9/30		
							
High Ridge/Quantum Community Development District					9/30		
							
Highlands Community Development District					9/30		
							
Hollywood Beach Community Development District					9/30		
							
Homestead 50 Community Development District					9/30		
							
Hypoluxo-Haverhill Community Development District					9/30		
							
Independence Park Community Development District					9/30		
							
Indigo Community Development District					9/30		
							
Indigo East Community Development District					9/30		
							
Interlaken Community Development District					9/30		
							
Islands at Doral III Community Development District					9/30		
							
Islands at Doral (NE) Community Development District					9/30		
							
Islands at Doral (SW) Community Development District					9/30		
							
Islands at Doral Townhomes Community Development District					9/30		
							
Isles of Coconut Cay Community Development District					9/30		
							
Journey's End Community Development District					9/30		
							
Jurlington Creek Plantation Community Development District					9/30		
							
K-Bar Ranch Community Development District					9/30		
							
Kendall Breeze Community Development District					9/30		
							
Kendall Breeze West Community Development District					9/30		
							
Key Marco Community Development District					9/30		
							
Keys Cove Community Development District					9/30		
							
Keys Cove II Community Development District					9/30		
							
La Collina Community Development District					9/30		
							
Laguna Estates Community Development District					9/30		
							
Laguna Lakes Community Development District					9/30		
							
Lake Ashton Community Development District					9/30		
							
Lake Ashton II Community Development District					9/30		
							
Lake Francis Community Development District					9/30		
							
Lake Padgett Estates Independent District					9/30		
							
Lake Powell Residential Golf Community Development District					9/30		
							
Lakes by the Bay South Community Development District					9/30		
							
Lakeshore Ranch Community Development District					9/30		
							
Lakeside Community Development District					9/30		
							
Lakeside Landings Community Development District					9/30		

11

COMMUNDY IM.OPMENT DIS11UCTS	Governmental	Audit		Utility Audit	Current Client	Year End		
								
Lakeside Plantation Community Development District					9/30		
							
Lakewood Ranch 1 Community Development District					9/30		
							
Lakewood Ranch 2 Community Development District					9/30		
							
Lakewood Ranch 3 Community Development District					9/30		
							
Lakewood Ranch 4 Community Development District					9/30		
							
Lakewood Ranch 5 Community Development District					9/30		
							
Lakewood Ranch 6 Community Development District					9/30		
							
Legacy Springs Community Development District					9/30		
							
Legends Bay Community Development District					9/30		
							
Lexington Community Development District					9/30		
							
Live Oak Lake Community Development District					9/30		
							
Live Oak No. 1 Community Development District					9/30		
							
Long Lake Ranch Community Development District					9/30		
							
Longleaf Community Development District					9/30		
							
Lucaya Community Development District					9/30		
							
Madeira Community Development District					9/30		
							
Magnolia Park Community Development District					9/30		
							
Magnolia West Community Development District					9/30		
							
Main Street Community Development District					9/30		
							
Mainstreet Community Development District					9/30		
							
Majorca Isles Community Development District					9/30		
							
Maple Ridge Community Development District					9/30		
							
Marsh Harbour Community Development District					9/30		
							
Marshall Creek Community Development District					9/30		
							
Mayfair Community Development District					9/30		
							
Meadow Pines Community Development District					9/30		
							
Meadow Point I Community Development District					9/30		
							
Meadow Point III Community Development District					9/30		
							
Meadow Point IV Community Development District					9/30		
							
Meadow Woods Community Development District					9/30		
							
Mediterra North Community Development District					9/30		
							
Mediterra South Community Development District					9/30		
							
Mediterranea Community Development District					9/30		
							
Middle Village Community Development District					9/30		
							
Mira Lago West Community Development District					9/30		
							
Mirada Community Development District					9/30		
							
Miromar Lakes Community Development District					9/30		
							
Montecito Community Development District					9/30		
							
Monterey/Congress Community Development District					9/30		
							
Myakka Community Development District					9/30		
							
Moody River Estates Community Development District					9/30		
							
Myakka Ranch Community Development District					9/30		

12

COMMUNDY IM.OPMENT DIS11UCTS	Governmental	Audit		Utility Audit	Current Client	Year End		
								
Myrtle Creek Community Development District					9/30		
							
Naples Heritage Community Development District					9/30		
							
Narcoossee Community Development District					9/30		
							
Newport Tampa Bay Community Development District					9/30		
							
North Dade Community Development District					9/30		
							
Northern Riverwalk Community Development District					9/30		
							
Northwood Community Development District					9/30		
							
Oak Creek Community Development District					9/30		
							
Oakridge Community Development District					9/30		
							
Oaks at Shady Creek, The Community Development District					9/30		
							
Oakstead Community Development District					9/30		
							
Old Palm Community Development District					9/30		
							
Orchid Grove Community Development District					9/30		
							
Osprey Oaks Community Development District					9/30		
							
OTC Community Development District					9/30		
							
Palm Bay Community Development District					9/30		
							
Palm Beach Plantation Community Development District					9/30		
							
Palm Coast Park Community Development District					9/30		
							
Palm Glades Community Development District					9/30		
							
Palma Sola Trace Community Development District					9/30		
							
Palms of Terra Ceia Bay Community Development District					9/30		
							
Pan American West Community Development District					9/30		
							
Panther Trace I Community Development District					9/30		
							
Panther Trace II Community Development District					9/30		
							
Panther Trails Community Development District					9/30		
							
Parker Road Community Development District					9/30		
							
Parklands Lee Community Development District					9/30		
							
Parklands West Community Development District					9/30		
							
Parkway Center Community Development District					9/30		
							
Paseo Community Development District					9/30		
							
PBR Community Development District					9/30		
							
Pebblewalk Village Community Development District					9/30		
							
Pelican Marsh Community Development District					9/30		
							
Pembroke Harbor Community Development District					9/30		
							
Pentathlon Community Development District					9/30		
							
Pine Air Lakes Community Development District					9/30		
							
Pine Island Community Development District					9/30		
							
Pine Island South Community Development District					9/30		
							
Piney-Z Community Development District					9/30		
							
Pioneer Community Development District					9/30		
							
Poinciana Community Development District					9/30		
							
Poinciana West Community Development District					9/30		

13

COMMUNDY IM.OPMENT DIS11UCTS	Governmental	Audit		Utility Audit	Current Client	Year End		
								
Portico Community Development District					9/30		
							
Portofino Cove Community Development District					9/30		
							
Portofino Isles Community Development District					9/30		
							
Portofino Landings Community Development District					9/30		
							
Portofino Shores Community Development District					9/30		
							
Portofino Springs Community Development District					9/30		
							
Portofino Vineyards Community Development District					9/30		
							
Portofino Vista Community Development District					9/30		
							
Preserve at Wilderness Lake Community Development District					9/30		
							
Principal One Community Development District					9/30		
							
Quantum Community Development District					9/30		
							
Quantum Park Overlay Community Development District					9/30		
							
Quarry Community Development District					9/30		
							
Randal Park Community Development District					9/30		
							
Remington Community Development District					9/30		
							
Renaissance Community Development District					9/30		
							
Reserve Community Development District					9/30		
							
Reserve 2 Community Development District					9/30		
							
Reunion East Community Development District					9/30		
							
Reunion West Community Development District					9/30		
							
River Bend Community Development District					9/30		
							
River Glen Community Development District					9/30		
							
River Hall Community Development District					9/30		
							
River Place on the St. Lucie Community Development District					9/30		
							
River Ridge Community Development District					9/30		
							
Rivercrest Community Development District					9/30		
							
Rivers Edge Community Development District					9/30		
							
Sable Palm Community Development District					9/30		
							
Sail Harbour Community Development District					9/30		
							
Sampson Creek Community Development District					9/30		
							
Sandy Creek Community Development District					9/30		
							
Sausalito Bay Community Development District					9/30		
							
Seven Oaks I Community Development District					9/30		
							
Seven Oaks II Community Development District					9/30		
							
Silver Palms Community Development District					9/30		
							
Silverado Community Development District					9/30		
							
Six Mile Creek Community Development District					9/30		
							
Somerset Community Development District					9/30		
							
Sonoma Bay Community Development District					9/30		
							
South Bay Community Development District					9/30		
							
South Fork Community Development District					9/30		
							
South Fork East Community Development District					9/30		

14

COMMUNDY IM.OPMENT DIS11UCTS	Governmental	Audit		Utility Audit	Current Client	Year End		
								
South Fork III Community Development District					9/30		
							
South Kendall Community Development District					9/30		
							
South Shore Corporate Park Industrial Community Development District					9/30		
							
South-Dade Venture Development District					9/30		
							
South Village Community Development District					9/30		
							
Southaven Community Development District					9/30		
							
Southern Hills Plantation I Community Development District					9/30		
							
Southern Hills Plantation II Community Development District					9/30		
							
Southern Hills Plantation III Community Development District					9/30		
							
Spicewood Community Development District					9/30		
							
Split Pine Community Development District					9/30		
							
Springridge Community Development District (formerly Killarney)					9/30		
							
St. John's Forest Community Development District					9/30		
							
Sterling Hill Community Development District					9/30		
							
Stevens Plantation Community Development District					9/30		
							
Stonebrier Community Development District					9/30		
							
Stonegate Community Development District					9/30		
							
Stoneybrook at Venice Community Development District					9/30		
							
Stoneybrook Community Development District					9/30		
							
Stoneybrook Oaks Community Development District					9/30		
							
Storey Park Community Development District					9/30		
							
Summerville Community Development District					9/30		
							
Summit at Fern Hill Community Development District					9/30		
							
Sunny Hills Units 12-15 Dependent District					9/30		
							
SWI Community Development District					9/30		
							
Talavera Community Development District					9/30		
							
Tampa Palms Community Development District					9/30		
							
Tampa Palms Open Space and Transport Community Development District					9/30		
							
Tapestry Community Development District					9/30		
							
Tara Community Development District					9/30		
							
Terra Bella Community Development District					9/30		
							
Tesoro Community Development District					9/30		
							
Thousand Oaks Community Development District					9/30		
							
Tison's Landing Community Development District					9/30		
							
Tolomato Community Development District					9/30		
							
Tomoka Community Development District					9/30		
							
Toscana Isles Community Development District					9/30		
							
Town Center at Palm Coast Community Development District					9/30		
							
Tradition Community Development District					9/30		
							
Trails Community Development District					9/30		
							
Trails at Monterey Community Development District					9/30		

15

COMMUNDY IM.OPMENT DIS11UCTS	Governmental	Audit		Utility Audit	Current Client	Year End		
								
Treaty Oaks Community Development District					9/30		
							
Tree Island Estates Community Development District					9/30		
							
Treeline Preserve Community Development District					9/30		
							
Trevesta Community Development District					9/30		
							
Triple Creek Community Development District					9/30		
							
TSR Community Development District					9/30		
							
Turnbull Creek Community Development District					9/30		
							
Turtle Run Community Development District					9/30		
							
Tuscany Reserve Community Development District					9/30		
							
Twelve Oaks Community Development District					9/30		
							
Two Creeks Community Development District					9/30		
							
University Place Community Development District					9/30		
							
University Square Community Development District					9/30		
							
Urban Orlando Community Development District					9/30		
							
Valencia Acres Community Development District					9/30		
							
Vasari Community Development District					9/30		
							
Venetian Community Development District					9/30		
							
Venetian Isles Community Development District					9/30		
							
Venetian Parc Community Development District					9/30		
							
Verandah Community Development District					9/30		
							
Verandah East Community Development District					9/30		
							
Verandah West Community Development District					9/30		
							
Verandahs Community Development District					9/30		
							
Verano #1 Community Development District					9/30		
							
Verano Center Community Development District					9/30		
							
Verona Walk Community Development District					9/30		
							
Viera East Community Development District					9/30		
							
Villa Portofino East Community Development District					9/30		
							
Villa Portofino West Community Development District					9/30		
							
Villa Vizcaya Community Development District					9/30		
							
Village Walk of Bonita Springs Community Development District					9/30		
							
Villages at Bloomingdale Community Development District					9/30		
							
Village at Gulfstream Park Community Development District					9/30		
							
Villages of Glen Creek Community Development District					9/30		
							
Villages of Westport Community Development District					9/30		
							
Vista Community Development District					9/30		
							
Vista Lakes Community Development District					9/30		
							
Vizcaya in Kendall Community Development District					9/30		
							
Walnut Creek Community Development District					9/30		
							
Waterchase Community Development District					9/30		
							
Waterford Estates Community Development District					9/30		
							
Waterford Landing Community Development District					9/30		

16

COMMUNDY IM.OPMENT DIS11UCTS	GovernmentalAudit	UtilityAudit		CurrentClient		YearEnd			
									
Watergrass Community Development District						9/30		
Waterlefe Community Development District						9/30		
Water's Edge Community Development District						9/30		
Waterset North Community Development District						9/30		
Waterstone Community Development District						9/30		
Wentworth Estates Community Development District						9/30		
West Lake Community Development District						9/30		
West Villages Independent District						9/30		
Westchase Community Development District						9/30		
Westchester Community Development District						9/30		
Westridge Community Development District						9/30		
Willow Creek Community Development District						9/30		
Winding Cypress Community Development District						9/30		
Windsor at Westside Community Development District						9/30		
Winston Trails East Community Development District						9/30		
Winter Garden Village at Fowler Groves Community Development District						9/30		
Woodlands Community Development District						9/30		
World Commerce Community Development District						9/30		
Wyndam Park Community Development District						9/30		
Wynnfield Lakes Community Development District						9/30		
Wynnmere West Community Development District						9/30		
TOTAL	437	ConsultingServices	3	255					
OTHBR OOVBRNMBNTAL	AttestationServices		GovernmentalAudit	SingleAudit	CAFR	CurrentClient	YearEnd		
									
BNTlTIBS									
Broward County School District (Joint Venture)							N/A		
(Assessment of Maintenance Operations)									
									
Broward County School District (Joint Venture, 20%)							6/30		
Florida Community College at Jacksonville (Internal Audit)							6/30		
Florida Transit Association Finance Corporation						 6/30		
Highland County School District (Internal Funds Audit)							6/30		
Palm Beach County School District (Assessment of maintenance for Facility							6/30		
and Property Management) (Internal Funds Audit)									
									
Palm Beach County School District (Joint Venture, 20%)							6/30		
Migrant Health Services of Palm Beach County							N/A		
South Florida Water Management District							9/30		
South Florida Water Management District CERP Program							N/A		
Management Services (Joint Venture)									
									
State of Florida Department of Management Services (Construction)							N/A		
State of Florida Department of Transportation (Overhead Audits - Various)						 N/A		
TOTAL	2	3	8	4	2	2			

17

NON-PROFIT CLIENTS

SERVED
AND
RBLATBD BXPBRIBNCB

Aid to Victims of Domestic Abuse, Inc.

Alliance for Human Services, Inc.

Brevard Workforce Development Board, Inc.

Broward County Human Rights Board/Division (Joint Venture, 30%)

Broward Education Foundation

CareerSource Broward

Christian Manor

Delray Beach Community Land Trust

Family Promise

Florida Public Transportation Association, Inc.

Florida Transit Association Finance Corporation

Hispanic Human Resources Council

Mae Volen Senior Center

National Board for Registration of Registrars

National Cancer Registration Board

North Lauderdale Academy High School

Northwood Development Corporation

Palm Beach Community College Foundation

Palm Beach County Workforce Development Board (Joint Venture, 25%)

Pasco-Hernando Workforce Board

Southwest Florida Workforce Development Board

Urban League of Palm Beach County

TOTAL

Attestation Services	Financial Audit	Consulting Services	Governmental Audit	Single Audit	Tax Services	Current Client	Year End	
								
•	6/30

								6/30	
								6/30	
								N/A	
								6/30	
									
								9/30	
								12/31	
								9/30	
								12/31	
								9/30	
									
								9/30	
									
								9/30	
								6/30	
								3/31	
								6/30	
								6/30	
								9/30	
								6/30	
								6/30	
									
								6/30	
								6/30	
								6/30	
9	13	5		13	9	13	6		

RETIREMEN'I'

PLANS	FinancialAudit	ERISA/DOL	CurrentClient	YearEnd		
						
Campbell Property Management 401(k)				12/31		
						
City of Cooper City General Employee Retirement Plan				9/30		
City of Lauderhill General Employee Retirement Plan				9/30		
City of Parkland Police Pension Fund				9/30		
City of Sunrise General Employees' Retirement System				9/30		
Cross County Home Services and Affiliates 401(k) Plan				9/30		
						
Danmar Corporation 401(k) Plan				12/31		
Florida Public Utilities 401(k) and Pension Plans				12/31		
Jacksonville Police and Fire Pension Fund				9/30		
Pinetree Water Control District Defined Contribution Retirement Plan				9/30		
San Carlos Park Fire Protection and Rescue Service District				9/30		
Town of Davie General Employees Retirement Plan				9/30		
Town of Hypoluxo Defined Contribution Retirement Plan				9/30		
Town of Lauderdale By The Sea Volunteer Firefighters Pension Plan				9/30		
TOTAL	14	4	9			

18

SPECIALDISTRICTS	GovernmentalAudit		Single Audit		Utility Audit		Current Client	Year End		

Belle Fontaine Improvement District									9/30		

Boca Raton Airport Authority									9/30		
											
Central Broward Water Control District									9/30		
											
Central County Water Control District									9/30		
											
Citrus County Mosquito Control District									9/30		
											
Coquina Water Control District									9/30		
											
East Central Regional Wastewater Treatment Facility									9/30		
											
East Naples Fire Control and Rescue District									9/30		
											
Greater Boca Raton Beach and Park District									9/30		
											
Greeneway Improvement District									9/30		
											
Hobe-St. Lucie Conservancy District									9/30		
											
Homestead Educational Facilities Benefits District									9/30		
											
Horizons Improvement District									9/30		
											
Indian Trail Improvement District									9/30		
											
Key Largo Waste Water Treatment District									9/30		
											
Lake Padgett Estates Independent Special District									9/30		
											
Lakewood Ranch Inter-District Authority									9/30		
											
Lost Rabbit Public Improvement District									9/30		
											
Loxahatchee Groves Water Control District									9/30		
											
Myakka City Fire Control District									9/30		
											
Old Plantation Control District									9/30		
											
Pal Mar Water Control District									9/30		
											
Palm Beach Soil and Water Conservation District									9/30		
											
Pinellas Park Water Management District									9/30		
											
Pine Tree Water Control District (Broward)									9/30		
											
Pinetree Water Control District (Wellington)									9/30		
											
Ranger Drainage District									9/30		
											
Renaissance Improvement District									9/30		
											
San Carlos Park Fire Protection and Rescue Service District									9/30		
											
South Central Regional Wastewater Treatment and Disposal Board									9/30		
											
South Indian River Water Control District									9/30		
											
South Trail Fire Protection & Rescue District									9/30		
											
St. Lucie West Services District									9/30		
											
Sun 'N Lake of Sebring Improvement District									9/30		
											
Sunshine Water Control District									9/30		
											
Twelve Oaks Improvement District									9/30		
											
West Lakeland Water Control District									9/30		
											
West Villages Independent District									9/30		
											
TOTAL		38		3		3		24			

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Grau & Associates

CERTIFIED PUBLIC ACCOUNTANTS

Staff Qualifications,

Experience & Resumes

20

QUALITY AND EXPERIENCE OF FIRM’S ASSIGNED AUDITING PERSONNEL

You will have two partners available and our consultant for any technical assistance. In addition, a senior will be assigned to the engagement that will perform the majority of fieldwork. Additional staff are available to assist with the engagement should the need arise.

Name	Years	CPE within last 2	Professional		
	performing	years	Memberships		
	government				
	audits				
ANTONIO J. GRAU, CPA	Over 30	Government Accounting,	AICPA		
(Partner)		Auditing: 95 hours	FICPA		
		Accounting, Auditing and	FGFOA		
			GFOA		
		Other: 62 hours			
ANTONIO S. GRAU, CPA	Over 40	Government Accounting and	AICPA		
(Concurring Review Consultant)		Auditing: 32 hours	FICPA		
		Accounting, Auditing and	ICPA		
I					
		I Other: 62 hours			
RACQUEL MCINTOSH, CPA	Over 13	Government Accounting and	AICPA		
(Partner)		Auditing hours:62	FICPA		
		Accounting, Auditing and	FGFOA		
I			FASD		
		I Other: 20 hours			

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POSITION DESCRIPTIONS

Engagement Partner
The engagement will be performed under the direct supervision of an Engagement Partner. The Engagement Partner will participate extensively during the various stages of the engagement and has direct responsibility for engagement policy, direction, supervision, quality control, security, confidentiality of information of the engagement and communication with client personnel.

The Engagement Partner will also be involved in:

•	coordinating all services;

•	directing the development of the overall audit approach and plan;
•	performing an overriding review of work papers;

•	resolving technical accounting and reporting issues;
•	reviewing, approving and signing reports, management letters, and other audit engagement products; and,

•	ascertaining client satisfaction with all aspects of our engagement, such as services and the personnel assigned.

Concurring Review and Advisory Consultant
A Concurring Review Consultant will be available as a sounding board to advise in those areas where problems are encountered. He will also perform a second review of all reports to be issued by Grau & Associates.

Audit Manager and Senior
The assigned personnel will work closely with the partner and the District to ensure that the financial statements and all other reports are prepared in accordance with professional standards and firm policy. Responsibilities will include:

•	planning the audit;
•	preparing or modifying audit programs, as needed;

•	evaluating internal control and assessing risk;
•	communicating with the client and the partners the progress of the audit; and

•	determining that financial statements and all reports issued by the firm for accuracy, completeness and that they are prepared in accordance with professional standards and firm policy.

Information Technology Consultants and Personnel

In addition to the assigned personnel above, Grau and Associates has staff with significant IT auditing experience that will assist in the evaluation and testing of internal controls. Because our staff has both a financial audit and IT background, they are able to communicate effectively all IT related concerns to management. In addition, Grau contracts with an outside group of IT management consultants to assist with matters including, but not limited to; network and database security, internet security and vulnerability testing.

CONTINUITY OF STAFF AND AUDIT TEAM

Grau’s engagement team’s workload is organized in such a way that additional activities brought about by this engagement will not impact our current commitments to our clients. We have sufficient staff capacity to integrate these professional services into our present operations, while continuing to maintain the highest standards of quality and time lines for our clients.

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COMPOSITION OF ENGAGEMENT TEAM

In contrast to the majority of both national and local firms, Grau’s proposed engagement team is comprised of an exceptionally large percentage of high-level audit professionals. This gives us the ability to quickly recognize problems and be more efficient as a result of our Team’s DECADES of governmental auditing experience.

Grau & Associates

30%	 PARTNER/CONSULTANT

 MANAGERS

 SENIOR

 STAFF

30%

20%

20%

80 percent of engagement will be performed by
Partners, Management and Senior Staff

VS.

Typical Local CPA Firm:

Typical National CPA Firm

15%

45%

20%

20%

•	PARTNERS ■ MANAGERS ■ SENIOR "STAFF

10%	■ PARTNERS		
	■ MANAGERS		
■ SENIOR

"STAFF

15%

55%

20%

Fifty-five percent of engagement is

performed by “Management”

Forty-five percent of engagement is

performed by “Management”

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Antonio J. Grau, CPA, Partner
e-mail: tgrau@graucpa.com

Education
Bachelor of Arts, Business Administration, 1983 University of South Florida; Certificate of Educational Achievement from the AICPA in Governmental Single Audits, 2016

Professional History
CPA, in Florida since February 28, 1985, Certificate No. 15330
Grau & Associates	Partner	2005-Present	
Grau & Company	Partner	1995-2005	
Grau & Company	Audit Manager	1987-1995	
International Firm	Auditor	1985-1986	
Grau & Company	Staff Accountant	1983-1984	

Clients Served

(partial list)

(>300) Various Special Districts

Key Largo Water Treatment District

Brevard Workforce Board

Mae Volen Senior Center, Inc.

Broward Education Foundation

North Lauderdale Academy High School

City of Cooper City

Orlando Housing Authority

City of Lauderdale Lakes

Palm Beach County Workforce Development Board

City of Lauderhill

Peninsula Housing Programs

City of Lauderhill General Pension

School Board of Broward County

City of North Lauderdale

School Board of Miami-Dade County

City of Oakland Park

School Board of Palm Beach County

City of Weston

South Florida Water Management District

Delray Beach Housing Authority

Southwest Florida Workforce Development Board

East Central Regional Wastewater Treatment Facl.

Town of Davie

Florida Community College at Jacksonville

Town of Highland Beach

Florida Department of Management

Town of Hypoluxo

Services

Greater Boca Raton Park & Beach District

Village of Golf

Highland County School District

Village of Wellington

Hispanic Human Resource Council

West Palm Beach Housing Authority

Professional Education (over the last two years)
Course	Hours		
							
Government Accounting and Auditing	95				
Accounting, Auditing and Other	62				
	Total Hours		157 (includes of 4 hours of Ethics CPE)		
							
Other Qualifications

As a member of the Government Finance Officers Association Special Review Committee, Mr. Grau participated in the review process for awarding the GFOA Certificate of Achievement in Financial Reporting. Mr. Grau was the review team leader for the Quality Review of the Office of Management Audits of School Board of Miami-Dade County.

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

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Antonio S. Grau, CPA, Concurring Review Consultant
e-mail: asgrau@graucpa.com

Education
Bachelor Degree, Business Administration, 1966, University of Miami, Certificate of Educational Achievement from the AICPA in Governmental and Not-For-Profit Accounting and Auditing, 1994/1995

Professional History
CPA in Florida since April 29, 1970, Certificate No. 2623

Grau & Company	Partner	1977-2004	
Public Company	Financial Officer	1972-1976	
International Firm	Auditor	1966-1972	

Clients Served (partial list)
Mr. Grau was the head of the governmental audit department of Grau & Company, and performs the concurring review and advises on all the governmental audits of the firm.
	Atlanta Housing Authority		Hispanic Human Resource Council		
	Broward County Housing Authority		Mae Volen Senior Center, Inc.		
	City of Dania Beach		Miami Beach Housing Authority		
	City of Lauderdale Lakes		North Lauderdale Academy High School		
	City of Lauderhill		Palm Beach County Workforce Development Board		
	City of Lauderhill General Pension		School Board of Miami-Dade County		
	City of Miami Springs		South Florida Water Management District		
	City of Oakland Park		Town of Hypoluxo		
	City of Sweetwater Pension		Town of Lauderdale-By-The-Sea		
	Florida Community College at Jacksonville		Town of Miami Lakes		
	Highland County School District		Town of Southwest Ranches		
	Downtown Development Authority of the City of		Village of Biscayne Park		
	Miami / Community Development Block Grants		West Palm Beach Housing Authority		
Professional Education (over the last two years)		
	Course	Hours		
								
	Government Accounting and Auditing	32				
	Accounting, Auditing and Other	62				
		Total Hours		94 (includes of 4 hours of Ethics CPE)		

Other Qualifications
Mr. Grau was the review team leader for the Quality Review of the Office of Management Audits of School Board of Miami-Dade County.

Professional Associations/Memberships

Member, American Institute of Certified Public Accountants

Institute of Certified Public Accountants (1996-1997)

Member, Florida Institute of Certified Public Accountants

Institute of Certified Public Accountants (1991 - 1993)

Past member, State and Local Government Committee, Florida
Past member, Quality Review Acceptance Committee, Florida

Past member of BKR International Committee on Government and Non-Profit Accounting and Auditing

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Racquel C. McIntosh, CPA, Partner
e-mail: rmcintosh@graucpa.com / 561-939-6669

Education
Master of Accounting, MACC; Florida Atlantic University, December 2004;

Bachelor of Arts – Majors: Accounting and Finance; Florida Atlantic University, May 2003

Professional History			
Grau & Associates	Partner	2014-Present	
Grau & Associates	Manager	2009-2014	
Grau & Associates	Senior Auditor	2007-2009	
Grau & Associates	Staff Auditor	2006-2007	
Grau & Company	Staff Auditor	2005-2006	

Clients Served (partial list)				
(>300) Various Special Districts			Pinetree Water Control District (Broward/Palm Beach)	
Boca Raton Airport Authority			Ranger Drainage District	
Brevard Workforce Development Board			San Carlos Park Fire Protection & Rescue District	
Broward Education Foundation			South Central Reg. Wastewater Treatment & Disposal Bd.	
Central Broward Water Control District			South Trail Fire Protection & Rescue	
City of Cooper City			Southwest Florida Workforce Development Board	
City of Pompano Beach (Joint Venture)			Sun N Lake of Sebring Improvement District	
City of West Park			Town of Highland Beach	
City of Weston			Town of Hypoluxo	
East Central Reg. Wastewater Treatment Fac.			Town of Lantana	
East Naples Fire Control & Rescue District			Town of Hillsboro Beach	
Greater Boca Raton Beach & Park District			Village of Golf	
Key Largo Wastewater Treatment District			Village of Wellington	
Professional Education (over the last two years)	
	Course	Hours		
						
	Government Accounting and Auditing	62			
	Accounting, Auditing and Other	20			
		Total Hours	82 (includes of 4 hours of Ethics CPE)	
			
Professional Associations/ Memberships	
American Institute of Certified Public Accountants	FICPA State & Local Government Committee	
Florida Institute of Certified Public Accountants			FICPA Atlantic Chapter Board Member	
FICPA Young CPAs Committee			FGFOA Palm Beach Chapter	

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Grau & Associates

CERTIFIED PUBLIC ACCOUNTANTS

References

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

Dunes Community Development District

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

Two Creeks Community Development District

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

Journey’s End Community Development District

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

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Grau&. Associates

CERTIFIED PUBLIC ACCOUNTANTS

Specific Audit Approach

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SCOPE / WORK PRODUCTS / RESULTS

Grau’s Understanding of Work Product / Scope of Services:

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

We will deliver our reports in accordance with your requirements.

Proposed segmentation of the engagement

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

Phase I - Preliminary Planning

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

During this phase we will perform the following activities:

•	Review the regulatory, statutory and compliance requirements. This will include a review of applicable federal and state statutes, resolutions, bond documents, contracts, and other agreements.

•	Read minutes of meetings.
•	Review major sources of information such as budgets, organization charts, procedures, manuals, financial systems, and management information systems.
•	Obtain an understanding of fraud detection and prevention systems.

•	Obtain and document an understanding of internal control. Consider the methods that are used to process accounting information which influence the design of the internal control. This understanding includes knowledge about the design of relevant policies, procedures, and records, and whether they have been placed in operation.

•	Assess risk and determine what controls we are to rely upon and what tests we are going to perform. Perform test of controls.
•	Develop audit programs to incorporate the consideration of financial statement assertions, specific audit objectives, and appropriate audit procedures to achieve the specified objectives.
•	Discuss and resolve any accounting, auditing and reporting matters which have been identified.

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Phase II – Execution of Audit Plan

The audit team will complete a major portion of transaction testing and audit requirements during this phase. The procedures performed during this period will enable us to identify any matter that may impact the completion of our work or require the attention of management. Tasks to be performed in Phase II include, but are not limited to the following:

•	Apply analytical procedures to further assist in the determination of the nature, timing, and extent of auditing procedures used to obtain evidential matter for specific account balances or classes of transactions.
•	Perform tests of account balances and transactions through sampling, vouching, confirmation and other analytical procedures.

•	Perform tests of compliance.

Phase III - Completion and Delivery

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

•	Perform final analytical procedures.

•	Review information and make inquiries for subsequent events.

•	Meeting with Management to discuss preparation of draft financial statements and any potential findings or recommendations.

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

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

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

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

•	Significant audit adjustments;

•	Significant deficiencies or material weaknesses;

•	Disagreements with management; and,

•	Difficulties encountered in performing the audit.

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

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•	The recommendation must be cost effective;

•	The recommendations are to be the simplest to effectuate in order to correct a problem;

•	The recommendation must go to the heart of the problem and not just correct symptomatic matter; and

•	The corrective action must take into account why the deficiency occurred.

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

Communications

We emphasize a continuous, year-round dialogue between the District and our management team. We typically begin our audit process with an entrance conference before the onsite fieldwork begins. We regularly communicate through personal telephone calls and electronic mail throughout the audit and on a regular basis. Our clients have the ability to transmit information to us on our secure client portal with the ability to assign different staff with separate log on and viewing capability. This further facilitates efficiency as all assigned users receive electronic mail notification as soon as new information has been posted into the portal. We strive to continue to keep an open line of communication through the fieldwork and ending with an exit conference.

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Grau & Associates

CERTIFIED PUBLIC ACCOUNTANTS

Cost of Services

33

Our proposed all-inclusive fee for the financial audit for the fiscal year ended September 30, 2018-2022 are as follows:

Year Ended September 30,	Fee

2018	$3,200

2019	$3,300

2020	$3,400

2021	$3,500

2022	$3,600

TOTAL
(2018-2022)	$17,000

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

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Grau & Associates

CERTIFIED PUBLIC ACCOUNTANTS

Supplemental Information

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Additional Services

CONSULTING / MANAGEMENT ADVISORY SERVICES

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

• Accounting systems

• Development of budgets

• Organizational structures

• Financing alternatives

• IT Auditing

• Fixed asset records

• Cost reimbursement

• Indirect cost allocation

• Grant administration and compliance

ARBITRAGE

The federal government has imposed complex rules to restrict the use of tax-exempt financing. Their principal purpose is to eliminate any significant arbitrage incentives in a tax-exempt issue. We have determined the applicability of these requirements and performed the rebate calculations for more than 150 bond issues, including both fixed and variable rate bonds. Please find a partial list of clients served on the following pages.

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GRAU HAS PROVIDED ARBITRAGE SERVICES FOR

GOVERMENTAL CLIENTS INCLUDING:

 Aberdeen Community Development District

 Amelia Walk Community Development District

 Arlington Ridge Community Development District

 Coconut Cay Community Development District

 Bartram Springs Community Development District

 Bayside Improvement District

 Baywinds Community Development District

 Beacon Lakes Community Development District

 Beacon Tradeport Community Development District

 Bobcat Trail Community Development District

 Boynton Village Community Development District

 Brandy Creek Community Development District

 Briger Community Development District

 Brighton Lakes Community Development District

 Brooks of Bonita Springs Community Development District

 Candller Hills East Community Development District

 Capital Region Community Development District

 Cedar Pointe Community Development District

 Championsgate Community Development District

 Chevel West Community Development District

 City Place Community Development District

 Coconut Cay Community Development District

 Colonial Country Club Community Development District

 Cory Lakes Community Development District

 Country Greens Community Development District

 Creekside Community Development District

 Double Branch Community Development District

 Dunes Community Development District

 Durbin Crossing Community Development District

 East Bonita Beach Road Plantation Comm. Development District

 East Homestead Community Development District

 East Park Community Development District

 Enclave at Black Point Marina Community Development District

 Falcon Trace Community Development District

 Fiddler’s Creek Community Development District I

 Fiddler’s Creek Community Development District II

 Fleming Island Plantation Comm. Dev. District

 Grand Haven Community Development District

 Griffin Lakes Community Development District

 Habitat Community Development District

 Hamal Community Development District

 Hammocks Community Development District

 Harbour Lakes Estates Comm. Development District

 Harmony Community Development District

 Heritage Bay Community Development District

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Heritage Palms Community Development District

Heritage Pines Community Development District

Heritage Springs Community Development District

Huntington Community Development District

Indigo East Community Development District

Islands of Doral III Community Development District

Julington Creek Plantation Comm. Dev. District

Laguna Lakes Community Development District

Lake Ashton Community Development District

Lake Ashton II Community Development District

Lake Powell Residential Golf Community Dev. District

Lakes By The Bay South Community Dev. District

Lakewood Ranch 1 Community Development District

Landmark at Doral Community Development District

Jurlington Creek Plantation Community Dev. District

Lakewood Ranch 2 Community Development District

Lakewood Ranch 3 Community Development District

Lakewood Ranch 4 Community Development District

Lakewood Ranch 5 Community Development District

Lakewood Ranch 6 Community Development District

Legacy Springs Improvement District No. 1

Live Oak Community Development District

Main Street Community Development District

Marshall Creek Community Development District

Meadow Pointe II Community Development District

Mediterra North Community Development District

Mediterra South Community Development District

Mediterranea Community Development District

Midtown Miami Community Development District

Moody River Community Development District

Monterra Community Development District

Narcossee Community Development District

North Springs Improvement District

Oakstead Community Development District

Old Palm Community Development District

Orchid Grove Community Development District

OTC Community Development District

Overoaks Community Development District

Palm Glades Community Development District

Parklands Lee Community Development District

Parklands West Community Development District

Parkway Center Community Development District

Pine Air Lakes Community Development District

Pine Island Community Development District

Pine Ridge Plantation Community Development District

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ARBITRAGE SERVICES (Continued)

 Portofino Cove Community Development District

 Portofino Isles Community Development District

 Portofino Landings Community Development District

 Portofino Shores Community Development District

 Portofino Vista Community Development District

 Reunion East Community Development District

 Reunion West Community Development District

 Ridgewood Trails Community Development District

 River Place on the St. Lucie Community Dev. District

 Rolling Hills Community Development District

 Sampson Creek Community Development District

 South Dade Venture Community Development District

 South Village Community Development District

 Spicewood Community Development District

 Split Pine Community Development District

 Stonegate Community Development District

 Stoneybrook Community Development District

 Tuscany Reserve Community Development District

 University Place Community Development District

 Urban Orlando Community Development District

 Vasari Community Development District

 Verandah East Community Development District

 Verandah West Community Development District

 Verano Center Community Development District

 Villa Portofino East Community Development District

 Villa Vizcaya Community Development District

 Villages of Westport Comm. Development District

 Villasol Community Development District

 Vista Lakes Community Development District

 Vizcaya Community Development District

 Vizcaya in Kendall Community Development District

 Walnut Creek Community Development District

 Waterchase Community Development District

 Waterford Estates Community Development District

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Stoneybrook West Community Development District

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Waterstone Community Development District

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The Crossings at Fleming Island Comm. Dev. District

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Wentworth Estates Community Development District

 Tison’s Landing Community Development District  Treeline Preserve Community Development District  Turnbull Creek Community Development District

 Westchester Community Development District #1

 Woodlands Community Development District

 Wynnfield Lakes Community Development District

Grau provides value and services above and beyond the traditional auditor’s “product”

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

For even more information on Grau & Associates

please visit us on www.graucpa.com.

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