Lake Ashton Community Development District
Meeting Agenda January 24, 2022

January 17, 2022
Lake Ashton
Community Development District
219 E. Livingston St., Orlando, Florida 32801 Phone: 407-841-5524 - Fax: 407-839-1526

Board of Supervisors Lake Ashton
Community Development District

Dear Board Members:

The regular meeting of the Board of Supervisors of the Lake Ashton Community Development District will be held Monday, January 24, 2022 at 9:30 AM at the Lake Ashton Clubhouse Ballroom, 4141 Ashton Club Drive, Lake Wales, FL 33859.

Members of the public may attend the meeting in person or participate in the meeting utilizing the following options from your computer, tablet, or smartphone. To participate using video, please go to the link address below. To participate by telephone, please use the call-in number below and enter the Meeting ID when prompted. Members of the public are further encouraged to submit comments or questions in advance of the meeting by email to jburns@gmscfl.com, or by telephone by calling (407) 841-5524, up until 2:00 PM on Friday, January 21, 2022.

Zoom Video Link: https://us06web.zoom.us/j/96959231158

Zoom Call-In Information: 1-646-876-9923
Meeting ID: 969 5923 1158

Following is the advance agenda for the meeting:

Board of Supervisors Meeting

Roll Call and Pledge of Allegiance
Approval of Meeting Agenda
Public Comments on Specific Items on the Agenda  (the District Manager will read    any questions or comments from members of the public in advance of the meeting; those members of the public wanting to address the Board directly should first state his or her name and his or her address.1)
Consideration of Minutes from the December 20, 2021 Board of Supervisors Meeting
Restaurant
Ashton Tap & Grill Update

1 All comments, including those read by the District Manager, will be limited to three (3) minutes
Presentation of Restaurant Financials for December
Restaurant Financial Dashboard and Analysis (requested by Supervisor Realmuto; all back-up pertaining to this item provided by Supervisor Realmuto)
New Business/Supervisors Requests
Organizational Matters
Review of Letters of Interest for Vacant Board Seat
Appointing a Replacement for Seat 4
Discussion Regarding Supporting the Lake Ashton Community  Action  Group (requested by Supervisor Realmuto)
Monthly Reports
Attorney
Engineer
Review of Engineering Services Contract
Discussion Regarding Strategy for Management and Maintenance of Golf Course Bridges (requested by Supervisor Howison)
Lake Ashton Community Director
Focus 2025 Review
Operations Manager
Consideration of Quotes to Replace Damaged Paver Lights
District Manager’s Report
Update Regarding TECO Deposit
Financial Report
Combined Balance Sheet
Capital Projects Reserve Fund
Statement of Revenues, Expenditures, and Changes in Fund Balance
Approval of Check Run Summary
Public Comments
Supervisor Requests/Supervisor Open Discussion
Adjournment

MINUTES
MINUTES OF MEETING LAKE ASHTON I
COMMUNITY DEVELOPMENT DISTRICT

The regular meeting of the Board of Supervisors of the Lake Ashton Community Development District was held on Monday, December 20, 2021 at 9:30 a.m. at the Lake Ashton Clubhouse Ballroom, 4141 Ashton Club Drive, Lake Wales, FL.

Present and constituting a quorum were:

Robert “Bob” Plummer	Chairman
Mike Costello	Vice Chairman
Steve Realmuto	Assistant Secretary
Lloyd Howison by Zoom	Assistant Secretary Also present were:
Jill Burns	District Manager, GMS
Jan Carpenter	District Counsel
Christine Wells	Community Director
Matt Fisher	Operations Manager
Alan Rayl	District Engineer
Mike Porricelli by phone	Metz

FIRST ORDER OF BUSINESS	Roll Call and Pledge of Allegiance
Ms. Burns called the meeting to order at 9:30 a.m., called roll, and the pledge of allegiance was recited. Four Supervisors were present constituting a quorum.

SECOND ORDER OF BUSINESS	Approval of Meeting Agenda
Mr. Plummer: Starting on the agenda is the approval of the meeting agenda. Are there any additions or changes? If not, I'll entertain a motion to do that.

THIRD ORDER OF BUSINESS	Public Comments on Specific Items
on the Agenda (the District Manager will read any questions or comments received from members of the public in advance of the meeting)

Mr. Plummer: Next is public comments.
Ms. Burns: I have one, but it is a deferred item that's not on the agenda so we can take that at the end. We can open up to any comments via Zoom. If anybody on the Zoom line has a public comment you can use Zoom's raise hand feature to be called on now. We don't see any public comments on the Zoom line.

FOURTH ORDER OF BUSINESS	Consideration of Minutes from the
November	15,	2021	Board	of Supervisors Meeting
Mr. Plummer: Moving on, item number 4 on the agenda is consideration of minutes from the November 15th Board of Supervisors meeting as presented electronically, are there any corrections?
Mr. Realmuto: I move to approve the minutes of our last meeting.

FIFTH ORDER OF BUSINESS	Restaurant
Ashton Tap & Grill Update
Mr. Plummer: Item 5, the restaurant with Christine and Mike. Let's introduce Mike
first.
Mr. Porricelli: I am Mike Porricelli. I'm a district manager for Metz. I have been with
Metz now for about a month. I've been in the hospitality business for over 25 years. I'm excited to be part of the Ashton Tap and Grill and I appreciate you allowing to be here today. As you know, we've been through a lot of changes for the last couple of weeks. Annie is now gone. We had another manager that we had hired who was supposed to start this week. He decided that he had another opportunity that he wanted to do more so we're currently looking for a new director for the restaurant. In the meantime, over the next couple of weeks, we have a lot of support coming. I have one of my best general managers from Tallahassee who's coming down to run the operation for a couple of weeks and we have a couple of chefs coming down. We're excited about the opportunity to actually make some changes to the restaurant going forward, especially in this new

year and we've a lot of good ideas, a lot of changes to the menu, a lot of ideas for Sunday brunch, a lot of things to get people to come in. I know we've had challenges in the past, so we're really looking to look ahead and move forward. I know I've spoken to a lot of you individually and I appreciate the opportunity to make changes and sit down with all of you and find out what it is that we're looking to do and bringing it really to the next level, so I am excited about that.
Mr. Plummer: Does anyone have any questions for Mike?
Mr. Costello: You're moving somebody down from Tallahassee, who's paying for
this?
Mr. Porricelli: We're paying for all the travel. The only thing that we're not paying is
the salary, which would be the same as if Andy was working here until we can find someone.
Mr. Costello: Whose paying their boarding and everything else? Mr. Porricelli: We are. Metz is.
Mr. Costello: It's not going to cost us anything?
Mr. Porricelli: It's not going to cost you an extra dime. Mr. Costello: Okay. Thank you.
Mr. Porricelli: Also me being here is not costing you a dime. Until he comes here, and when he comes here, I'll be here as well for a lot of the time. I live in Lakeland, so I don't have to stay anywhere. I mean, I just drive up the road an hour or so.
Mr. Realmuto: Welcome, Mike. Mr. Porricelli: Thank you.
Mr. Realmuto: I know you're doing a lot behind the scenes, and obviously this is a difficult situation. There's a lot going on. But I think what residents need to know is that Metz is on the ball and doing a lot proactively now to analyze the situation and see where there's room for improvement and take action. I think Mike has under-sold some of the actions that have already taken place since he's taken over as district manager. There have been people here from Metz. As Mike said, it's not costing us anything extra. I wouldn't say it's not costing us anything, I'd prefer to say it's included in the administrative fee we pay Metz to manage the restaurant for us. There have been people from the Metz cooperation at high levels and with the knowledge. They have been here and there are

more coming to get us through this transitional period. My message to residents would be to be patient. I've experienced the same things as you have. There are some people I think that were expecting changes overnight when the new manager was going to start in that same day. That's not realistic. We need to be a little patient, but we expect great things going forward and look forward to hearing more communications from Metz about that. Just give him some time and give another try. I think you are going to be pleased with what we see coming over the coming months.
Mr. Porricelli: Yeah. Thank you, Steve. To talk to your point, when I came here a couple of weeks ago and a couple of us met and I realized that we did have some challenges. We were able to get some of our top talent from up north from our restaurant division, to come down. Actually, they're working right now, putting a plan together on what the future looks like here. What could work better, what can we do financially to make a greater impact, with labor, especially food cost. When we look over the financials, we have a couple of points on food costs that we can get to go down. As you all know costs are rising so we're working on looking at the menu and making sure that it makes the most sense. Also labor costs, making sure we're not using temp labor which I've talked to Steve a lot about. Really just knowing what's the proper training so that we can get the best service to the residents here as soon as possible when they come in to eat at the restaurant. We have had support here prior to now and we're all working through getting better. Thank you.
Mr. Plummer: I think we're anxiously awaiting the whole operation getting back to, I'm going to call it normal. At least an operation where it's not we're seeing different managers every week, but we understand that taking the time and properly vetting the candidates that you're working with interviewing and is regard to our general manager here. This is probably a good thing. I understand with Randy, maybe that was a little quick the way we went that route and this may be a lot better to take the time and make sure we got the right person, with the right fit for our community and our facility, if you will. I appreciate the fact that you're going the extra mile to work deeply into that and make sure we've got something that would meet our necessary items, if you will. With that, if there is nothing else for the restaurant, we'll talk to you in January. How's that?
Mr. Porricelli: Sounds good. I look forward to it. Thank you so much.

Mr. Plummer: Okay. Thank you for your messages.
Mr. Costello: Will you be here until the end of the meeting? Mr. Porricelli: I would love to. Yes.
Mr. Costello: Okay. I'll speak to you after the meeting. Thank you. Mr. Porricelli: Sounds good.

Presentation of Restaurant Financials for November
Mr. Plummer: Thank you, Mike. Presentation of the restaurant financials for November?
Mr. Realmuto: They're in our packet. I know I've gone over them in detail with Mike so I don't have any questions for him.
Mr. Plummer: There are no questions for Mike as far as the financials. We've seen those, we all have them in our packet, we've gone over them, we know what it is. Do you want to address those in your dashboard, Steve?

Restaurant Financial Dashboard and Analysis (requested by Supervisor Realmuto; all back-up pertaining to this item provided by Supervisor Realmuto) Mr. Realmuto: Just very briefly. With regard to the financial dashboard I provide,
the first page, and it is in the agenda packet, and residents have it. I wanted to bring your attention to the variance from the prior month because I think that makes a point that needs to be made. Again, if you look at the first page of that, in the middle, there's a section labeled, variance from prior month, and what this shows is the changes in each of those categories, November over October. The point I want to make is revenue went up, essentially November looked very similar to October, which is not good because October actually things went down significantly from the prior month in September. But the point I'm trying to make in comparing November to October is revenue actually increased, that means people were spending more money than we had guests. Revenue increased by $2,884. Unfortunately expenses went up by even more, so even though revenue increased, the net income went down. The point is that I don't believe revenue is the answer to our problem in the restaurant. A lot of residents have asked me, “Why can't we just assess people and essentially bring more people into the restaurant? Won’t that make them financially successful?” The answer, I believe, very clearly, is no, we can't

generate income to get out of this problem when we're essentially losing $0.30 on every dollar that we bring in. There's a lot of issues that need to be addressed and I think the financials will follow from correcting the underlying issues. But we need to correct the expense issue to solve this problem. That's the point. I think this makes sense.
Mr. Plummer: Mike touched on that with labor and cost of goods both. He's already touched on that earlier in his presentation.
Mr. Realmuto: Absolutely.
Mr. Costello: Unfortunately, the way things have been going, inflation isn’t everything right now. I cannot blame these people for inflation, there are other things that I would like to see fixed, but by the same token, inflation is something that right now it's happening in every sector of business.
Mr. Plummer: Is there someone in particular you would like to accuse of the inflation rate?
Mr. Costello: I'm not going to get political. Mr. Plummer: Okay. I just was checking.
Mr. Realmuto: Mike and I have discussed this, inflation is a small piece of it, and I've realized that from September to October, our labor costs went up from, in the neighborhood of 50%, which is not good in the restaurant business to 73% in one month. It's not an inflation problem. It's a management problem and they're aware of that and working to address it. But I just don't want that to be used as the general excuse.
Mr. Porricelli: Yeah, and it's not. Steve I've talked to you in length. I think that inflation obviously affects our business, 100%. It affects everybody going out to buy food right now. But we can do better and that's what I'm here for. I want to make sure that we have the right management in place and that we hire the right person, and like Bob said, it's going to take a little bit of time. I could hire somebody tomorrow, but I'm not going to because I want to make sure we have the right person on the ground. That person will be able to manage all of these costs, labor included, to make sure that we get to where we need to be. I appreciate you all working with me and understanding that it's going to take a little bit of time.

Mr. Costello: What do you look for when you're hiring a person for this position? Do you look for prior experience in this same environment? What would be the gauge when you hire a person?
Mr. Porricelli: That's actually a really good question. I'm looking for somebody that has, not only experience in managing a restaurant but a lot of culinary experience. I think what's missing here is that this is a very culinary-driven place as much as it sounds crazy, but people are, when I talk to guests and residents, it's all about the food. I think that especially doing events, and things like that, we're missing the hospitality for culinary perspective, so I'm looking for, not only management, but also culinary background.
Mr. Costello: Well I could tell what I've heard, from neighbors. Mr. Porricelli: Yeah. Please do.
Mr. Costello: The main problems have been consistency. It is not there. Mr. Porricelli: Yes, that's right.
Mr. Costello: Number 2 has been service. It hasn't been there. I've had a few people, like you had said before, question the menu. We do have people with dietary problems, we want to be able to address it in some way. Those are some of the complaints that we have been hearing.
Mr. Porricelli: Yeah, I agree.
Mr. Plummer: Lloyd, do you have anything you'd like to add?
Mr. Howison: No, I don't, I think Steve and Mike have gone through it. Steve, Mike and Mike. I'm good.
Mr. Plummer: Thank you Mike. If you would stick around afterwards, that would be
good.

Mr. Porricelli: Yes, I'll be there. Mr. Plummer: Thank you.

Ratification of Restaurant Reorganization Agreement
Mr. Plummer: Next thing on the agenda for the restaurant was the ratification of the restaurant reorganization agreement.
Ms. Burns: This was submitted by Metz and Jan review so it's already been executed, we're just looking for it to be ratified. It's basically just a change in entity name,

for the organization at Metz and they assigned the existing agreement. Unless anyone has questions for Jan, we're just looking for a motion to ratify it.

SIXTH ORDER OF BUSINESS	New Business/Supervisors Requests
Organizational Matters
Acceptance of Resignation from Supervisor Krumrie
Mr. Plummer: The next item on the agenda is organizational issues. Acceptance of the resignation from Supervisor Krumrie.
Ms. Burns: The first action from the Board would be to accept that letter of resignation.

Discussion Regarding Filling of Vacant Seat
Ms. Burns: There's a vacancy in the Board now. The term of that seat is up next November so the Board has the ability to nominate somebody to that seat until it's up for election again. We sent out a blast. We're just going to make the announcement here as well. If you are interested in that seat you will need to submit a letter of interest, a resume, and anything you think might be relevant for the Board to consider, to me. You should all have my email address, if you don’t, I'm happy to provide it after the meeting, but it was all contained in the blast. We're looking for those to be due Wednesday January 12th at noon which will give the Board enough time to review those and perhaps reach out to those individuals prior to the January meeting. It's on Wednesday, January the 12th, at noon is when those are due. To this point we have not received any letters of interests.
Mr. Plummer: We had fielded a couple of folks that may be interested so we don't know if they have just have not filled it or if they've changed their mind but we'll reach out

and we talk to them as well. But if you're interested before the deadline, please get your name in the hat and join the fun.
Mr. Realmuto: Quick question on that Jill, are we required to fill the position or is it optional?
Ms. Burns: You are not. The seat could remain vacant until such time that it could be on the county ballot. If the Board decides not to fill that seat that would be entirely up to you guys. There's been situations where you're left with a 4-4 and there's a dead block at 2-2 and the seat just remains vacant until it comes up for election. Again, if the Board couldn't decide or ultimately decides not to fill it.
Mr. Plummer: Actually, we did that when Bordon resigned at the end. It was within a couple of three months of the election, we did not fill that and operated with a four-man Board to run-up to the election if you will.
Mr. Realmuto: Obviously we would love to see residents volunteer and bring us back up to full strength, I was just wondering for sure. I understand.
Mr. Costello: When he resigned, I think that he resigned like in August and you had to file by June in order to run again so it was like I think two to three months short period of time.
Mr. Plummer: Okay. Getting anyone who is interested to throw their hat in the ring and come join us.

Consideration of 2022 Data Sharing and Usage Agreement with Polk County Property Appraiser
Mr. Plummer: Next item is consideration, we have the 2022 data sharing and usage agreement with the Polk County Property Appraiser.
Ms. Burns: This is more administrative for our office, it's about not disclosing exempt parcels. Certain offices such as police or judges, are exempt from having their address turned over. Obviously, the property appraiser gives those addresses to my office so that we can place the assessments on the tax bill, we're just basically agreeing not to disclose them.

Consideration of Contract Agreement with Polk County Property Appraiser
Mr. Plummer: The next item is consideration of contract with the Polk County Property Appraiser.
Ms. Burns: Polk County requires an annual agreement, some counties just need it one time, but this is just our annual renewal to be able to get the listing of the parcels within the District to be able to use the tax bill to collect our assessments.
Mr. Realmuto: The amounts of that contract haven't changed, they are the same percentage amounts, correct?
Ms. Burns: Yes.

SEVENTH ORDER OF BUSINESS	Monthly Reports
Attorney
Mr. Plummer: The next item on the agenda is the monthly report. First up is the attorney, Jan.
Ms. Carpenter: We don't have anything this month. Everything is quiet. Thank you.

Engineer
Consideration of Quote from S&S Contracting to Repair Asphalt
– ADDED
Mr. Plummer: Next item on the agenda is the engineer's report.
Mr. Rayl: Thank you. I'll give you all copy of some of the topics I wanted to cover this morning. Also in response to what we had covered at our last month’s meeting, we did get a good number of bids to do the repair work on the railway at Turnberry. We have a depression in the center-line and it hasn't seemed to progress since we did the first pavement assessment, but it's still is a significant depression there. It's a little bit

hazardous for driving purposes. The lowest responsive bid that we received and it's included in the agenda package was from S&S Contracting. Their amount was $3,275, but we're recommending that the Board accept this bid for them to do that do work.
Mr. Plummer: Questions about the bid to repair the depression on Turnberry?
Mr. Howison: This is Lloyd. Before we go further on the Turnberry, I'm curious what kind of response we've gotten from S&S regarding the pavers near the front gate at that cross-way. Because I think their response has some bearing on at least how I would vote on this. Alan, have we gotten anything back from them?
Mr. Rayl: We are issuing again on Friday. The area upstream of the depression that was repaired before had some issues. It's on the north side of the ribbon curb that the repair was on the south side of. They had to replace some of those pavers. Some of those pavers haven't been reset correctly. That part of the paver setting wasn't a direct work effort by S&S. That was a subcontractor which, their name is escaping me, it was on Thompson Nursery. That was the sub-consultant that did it, and I know they did almost all the driveways in the community as well. We're bringing that back to them. Again, it wasn't really a construction defect that we saw that was from S&S, but I think it's more related to the paver. But it is an issue. We took some photos Friday. There's significant displacement of the pavers north of that ribbon curb. Some are raised, some are depressed and it needs to be reworked. We're coordinating through S&S to try to get the pavers sub-contractor to revisit that.
Mr. Howison: Okay. Thank you.
Mr. Plummer: In recapping, what the issue is now, is not what issue was before.
It's a secondary issue.
Mr. Rayl: It is. It was related to the area of the first repair but whatever created the first issue, this is something different going on. It was just the resetting of those pavers north of the ribbon curb that maybe that base wasn't prepared well or pavers weren't set well.
Mr. Plummer: Other questions about the entrance pavers, if you will? If not, do we have a motion to accept the contract bid for the repair on Turnberry?
Mr. Realmuto: I move we accept the contract bid from S&S Contracting for $3,275.

Mr. Rayl: Thank you. The next item was the pending pond repairs. We have been trying to meet with the contractor to get the revised number for particularly the pond behind the sales center. That scope of work will be reducing and their cost will also be reducing. We're working to get an updated bid from them. That has not been completed yet. Regarding bridges Matt Fisher and Supervisor Harrison and our office conducted an assessment on Friday morning of all the bridges that we evaluated based on the information we received from the bridge consultant. Surface boards should be identified for upcoming repairs so that the budget numbers could be created. We approached it the same way we did the pavement inventory. We took some photos, we've marked, you may have seen some stripes on some of the boards that are in poor condition. We're preparing a report. We'll have it for the January meeting that'll identify each bridge with recommendations for repair just like we did with the paving and the roadway inventory. We spoke last month about looking at continuing the specific roadway repair, the spot repair program from that previous inventory we did. This is a list of the next five addresses most closely located to those next repair areas. We're submitting these for Board members to take a look at. Agree, disagree, offer another one you think is worse. We can then go get some bids for it and proceed with that program as the Board wants to at whatever pace.
Mr. Realmuto: Spot repairs or general repaving that you're referring to in those areas?
Mr. Rayl: These are mostly curb-lines where the flow is impaired near the inlet location. We have standing water, some sunken pavements, a sunken curb. It doesn't drain well. After a storm event there's water left behind because it just sits there and has nowhere to go. That would characterize most of these locations. It's not longitudinal structures of roadway or anything like that.
Mr. Realmuto: If we have any perhaps higher priority areas, I can't speak for any of these but I have recently had a couple of residents come to me about some of the depressions on Dunmore, and generally right next to the drainage area drains and in

particular a couple of RVs I mentioned going down that road. One had his cabinet door open up and plates fall out at the depression. I know another particular problem is that they are wide and can't necessarily avoid those.
Mr. Rayl: What problem did they have?
Mr. Realmuto: There's a depression across from the drainage area, say the three closest to intersection of Ashton Club in Dunmore on the right-hand side. Coming through the storm water in-lets. Again, if you go by those there's a clear noticeable ditch that seemed to have increased in depth that has given some of our residents an issue.
Mr. Rayl: Okay. On Dunmore south of Ashton Club? Before the curb?
Mr. Realmuto: Before the curb. Yes, it's between Eagles Nest and the intersection of Ashton Club at Dunmore.
Mr. Rayl: Okay. North of the curve or? Mr. Realmuto: North of the curve.
Mr. Rayl: Yes. There is a little bend right immediately north. We'll take a look at the inventory and see if we need those.
Mr. Realmuto: Just to be clear, I'm actually talking about the end that's closer to the intersection of Dunmore and Ashton Club.
Mr. Rayl: Yes, understood.
Mr. Costello: Alan, that's one that has been repaired at least twice since we've been here. The one closest to the intersection, I think Steve's referring to.
Mr. Rayl: Okay. We'll check that. All right. Also, I think Jan may have brought your attention or Jill the new law that's been passed requiring all governmental entities to do a 20-year assessment of their wastewater system and stormwater system needs. The wastewater part doesn't affect us, but the stormwater part does. These reports or assessments are due to be filed by June, is that right? June of 2022. We're identifying what the scope and scale of that would look like for us here. We've got a pretty good handle on some of the things we do with SWFWMD. The ponds, and the condition of them are internal storm sewer systems, so we've got a good data set to work from. We just need to see what exactly they're asking of us to compile and submit based on that. We're taking a look at that to assess what information we're going to have to provide, and I'll bring some feedback to the Board about that.

Mr. Plummer: It's a government form, how difficult could it be?
Mr. Realmuto: My concern is mainly with controlling the cost as much as possible in complying with this requirement. It sounds like Alan is taking the lead on it. I believe we talked about that we had some of the information that is required and perhaps some of that is in GMS’s hands. I just wanted to be sure. I didn’t know who should necessarily lead it and to basically minimize the engineering hours that need to be spent on it.
Mr. Rayl: It's something we need to prepare as the District Engineer.
Ms. Burns: I believe that you have to have a certified engineer who prepares this
report.
Mr. Realmuto: Okay. But at least the data that's needed is already in our hands
and doesn't need to be recompiled.
Mr. Rayl: I think and maybe because I gave it to the District, so we already have it.
Ms. Burns: Whatever is in the District's possession we have, but the report that needs to be put together by the engineer.
Mr. Realmuto: Okay. Understood.
Mr. Rayl: The last item I had for the Board was, we mentioned it last month where we're going to request for our purposes, budget numbers, but we're asking the contractors to look at it if going to visit the previously contemplated work for Berwick. Just as Supervisor Costello said, prices have changed, and if we're using that as a placeholder. The last time we checked in with the rates that are out there in the market was about six months or more ago. Then also, we believe we have the ability to possibly piggyback on the rates and contract agreement that Tucker Paving has with Lake Wales, that's beneficial for us to do so. We're looking into that. We'll compare that against what market numbers are out there. If they've had these rates set up with Lake Wales for a while, it would be beneficial for us if we can figure out a way to bring that in.
Mr. Costello: Generally, when you get a quote, is there a time limit for accepting it? The only reason I say this is because just like you said inflation is killing us.
Mr. Rayl: You'll see on bids for most part that it is good for 30 days. Right here on the S&S they have that it is good for 30 days. That's a pretty common commitment. They understand sometimes it takes time to review bids and make a decision on these things. That's a pretty standard deal, and we haven't been held by that deadline or other business

or any other contract we've worked with. They have honored their quotes even if it's taken us a meeting or two to get them an approval. There hasn’t been anything we've had a fight over yet, but I can imagine if something strung out for a long time.
Mr. Costello: With the way it is going, I could foresee it becoming a problem for them because if you can't buy the product at the price that you anticipated it at, you have no other choice but to raise the price.
Mr. Plummer: Have you had any contact with Tucker up to this point?
Mr. Rayl: I actually had a conversation with Ray Curtis with Tucker last week. We just touched on this subject. We were talking about something else, but I'm going to ask them to send us their contract rates with Lake Wales and see if it's worth looking into. We would have to have Jan help us to adopt that, or piggyback, their contract with a resolution, I believe. I'll bring that back to the Board with further information. That's all I had for the Board this morning. Unless you have anything for me, I'll be happy to answer any questions.
Mr. Plummer: Anybody have any questions for Alan? Lloyd, do you? Mr. Howison: No, I'm fine.
Mr. Plumber: All right. Thank you, Alan. I appreciate the information.

Lake Ashton Community Director
Consideration of Quotes to Purchase a Two-Door Sandwich Prep Table
Mr. Plummer: Next on the agenda is the Community Director.
Ms. Wells: The Community Director report was included in the agenda packet. I just wanted to touch on a couple of things. First of all, I'm not going to go through all the events and activities. We've got quite a bit going on. Just want to let you know that I did talk to Mike. He's aware of all the activities that we have going on with the first one being New Year's Eve. We have a great plan to make sure all those events will be executed flawlessly. We're excited about those. We did meet as Mike touched on, on November 19th, which was after the last Board meeting to go over the concerns of residence as well as Board Members. As he told you, there's plan of action moving forward with that. On the community direct report, I had mentioned about the tutor prep table. Do you want to go over the quotes as we're going through the community direct report or wait till the end?

Mr. Plummer: Either or. Whatever works best in your flow if you want to do it now. Ms. Wells: I'll go through the rest of it.
Mr. Plummer: Thank you.
Ms. Wells: Also, one of the televisions on the south side of the bar is no longer working, and that's the area that's closest to the door that leads out to the outdoor bar. I know there have been some requests from residents that frequent the restaurant that we need to get larger TVs there. My thought was the one on the right side, if you're looking at the bar from the dining room, is working. It will fit in the area that's now has a broken TV. If we move that table, there's a larger wall on the right side that could accommodate a larger TV, and I did find a 75 inch. Now, as you know, prices, stock availability, everything is changing, hourly sometimes. When I did this, it was $862, which included a five-year protection plan, which was $100 extra at Walmart that we can pick up. It was a Phillips TV, 75 inch, so I wanted to bring it to the Board to see if that plan of action works for you guys. Just moving that I believe it is a 45- or 50-inch TV that's on the right of the bar over to the left, and then getting a larger TV for that wall.
Mr. Costello: Will the mount that is there support the TV?
Ms. Wells: We don't know. Matt and I were talking about that. The only thing that may be an addition to this is getting an additional mount for the 75-inch TV, but we were not sure.
Mr. Costello: The weight of the TV has become so inconsequential.
Ms. Wells: Exactly. The TV mounts themselves are fairly inexpensive as well, but that would be the only thing that we would have to purchase additionally. Our hope is that the TV that's on the right fits on the bracket that's on the left, and the new one fits on the bracket on the right. That's wishful thinking. That would be the only thing that we would need to purchase in addition is the mount for the new TV.
Mr. Realmuto: Would there be any additional installation expense?
Ms. Wells: Matt is going to try. I believe the first mounting brackets were installed by Sound Waves. There's a lot of projects they're doing right now. I want to get it up as quickly as possible. So if they can do it, we most definitely would do it in house. If it's quicker to get Sound Waves in here and get them to put them up because, as you know, there's a whole list of projects they have outstanding. If it's quicker to get Sound Waves,

we could go that route, but we always try to do whatever we can in house to save the District money.
Mr. Realmuto: I just think we need to take into account the total cost as well. Ms. Wells: Sure.
Mr. Realmuto: Sometimes when we go to these professional outlets, it's hundreds of a dollar or more. It could be more than the TV.
Mr. Costello: The other question that I have, is that we have a bid out to paint the restaurant. I would like to see something before the paint happens in case we have to repair that part of the wall that we don't have to turn around and repaint everything or anything of that nature. Is it possible that we could do that?
Ms. Wells: We experienced once before with having a TV shipped to us for the restaurant, it did not work out. So we are hoping to go and get it, so if that's the case, we could get it tomorrow.
Mr. Realmuto: I just want if a motion should be made in terms of a not to exceed amount or allowing a little bit for the cost. I think that would be wise certainly not to exceed
$1,000.
Ms. Wells: It was an extra $100 for the protection, it's included in the $860 for the five-year protection plan. So $862 including five-year protection plan.
Ms. Burns: I just googled the amounts, you could find a wide variety of amounts for under $50 to $60, so that should be very inexpensive.
Mr. Plummer: I think that we should be well under $1,000. Mr. Realmuto: I would think we could do it for well under that.
Ms. Wells: If I cannot find a 75 inch for under $1,000, then will just go whatever size we can get for under $1,000.
Mr. Realmuto: This is the time in the year when we definitely should be able to find one that size range for that price or better.
Ms. Wells: I agree.
Mr. Realmuto: I know that we approve the TV and whatever else is necessary in an amount not to exceed $1,000.

Ms. Wells: Also I just want to mention that Ashton Tap & Grill will be closed at 4:00
p.m. on Friday, December 24th and they will be closed all day on December 25th. Also on December 31st, they'll be closing at 4:00 p.m. to get prepared for our New Year's Eve party in the ballroom, and they'll be closed on Saturday, January 1st all day. They are doing a special Christmas Eve brunch that I hear a lot of residents talking about. They are still accepting reservations for that if anyone is interested. Onto the focus 2025 update, the horseshoe courts, there are some pictures in there, they look great. They are nearing completion. We need backboards that are being created and going to be installed soon. The handicap door opener has been installed. We're working on getting electric hooked up to it now so it should be operable soon. Then onto parking, this is another one that we've received several comments about and I've mentioned at the Board meeting about possibly using the basketball court area here in the West parking lot as overflow for golf cart parking. We're going to test that out on January 14th as our first entertainment series show. That's the perfect time to test that out. We'll send out an email blast letting residents know where they can park, and how they get onto the basketball court area. Again, it's for golf carts only. I'll report back to the Board and see how well it was utilized, and to see if you want to move forward with possibly putting any striping on the basketball court for future use. Moving on to other comments that we received on the Focus 2025 survey about availability of roads and amenity facilities. We are at peak population, and we are definitely feeling the increase in population in the community by how many rooms are being booked on a daily basis and availability. It's becoming quite tough to try to fit everybody in just because we have a lot of interest which is wonderful but just not enough space to accommodate at times. One of the things that we noticed is, we have a lot of groups that are labeled private that I don't think are in the true sense of the word. According to our joint amenity policies, we have that all activities that use District facilities have to be open to all residents. There are some groups that I'll see a table of four there and the whole room is booked. Or like on Friday, I went to the game room and there was an activity booked for three people sitting at a table and the whole room blocked off for

three people sitting at a table. My hope is that we could change the wording from private to prior registration required, just so when residents that come in don't see private and think, I can't join this, because there's a lot of them. Because when you speak to some of the private groups, they say, "No, we're not private. We just want them to call us ahead of time so we can prepare for it." I think just changing that verbiage on the room signs will seem more welcoming to some of the newer residents that are trying to join some groups here. Also, Shelia just finished in putting in all the reservations, so I'm going to make calls to all the private groups just to inform them of our joint amenity policy, that they can't be private in the true sense of the word, that they have to be available to all residents. I just wanted the Board's backing up and saying, hey, we're okay with you changing that from private to prior registration required, and basically just us upholding the joint amenity policy. It's going to be a change for quite a few people that have been doing this for a while.
Mr. Realmuto: Christine, it sounds to me like it's more of a clearer communication of the existing policy as opposed to any change in policy. I certainly strongly support that. I think we can be clearer in our communications that, yes, this whole facility is not for anyone's private use, it's to be available to all residents. I think to an extent we can clarify that and make sure that each of our organizations is aware of that. I support it 100%.
Mr. Plummer: I think it's just a clarification and notification that parties involved can move forward in that regard.
Ms. Wells: We did add one of the renewed reservations on the electronics form. We added the part where we put the entire section regarding clubs, groups, organizations in there with a checkbox saying they agree to abide by those policies. It's just letting them know what private actually means; can't turn people away and say, no, you can't join this group, that there is a process to go by. With keeping in that same wheel house, November 1st, we added an additional open bowling day to accommodate. There's only one bowling alley in the entire community, and not many 55 plus communities have bowling alleys, so there's people who moved here just for that. It's been a very popular amenity recently. November 1st, we will have Saturday, Sunday, Monday that's now open bowling. We also have had an increase in residents wanting to start bowling weeks, so we did implement something and this was talked about at our previous Board meeting as well. I'm just

bringing it up because it's going to be effective January 1st that we implemented a two- hour limit for bowling leagues. We're working through that. There are only actually three or four leagues that it affects out of all the leagues that we have. Most of the leagues prior already were at that two hours or less. We're working with those groups now to try to transition them from three hours to two hours, or in some cases three-and-a-half hours to two hours. We're working with them now on that. I think that's all I had unless the Board had any other questions regarding anything. I'm going to move on to the project tracking list. We're in the process of installing the replacement pool lift. There was a part that was missing off the bottom of the seat, I think that's the seat support. We reached out to the company to get that extra piece sent to us so we can make that available. The previous pool lift is installed and available for use. It just got moved to the other side of the pool. So we do have an active pool lift on the pool right now. I mentioned about the handicap door opener. The golf cart did arrive last Friday. Security is ecstatic about it. Kate was the first one to drive it. She was so happy about that. She did bring up a possible adjustment with the mirrors which I will reach out to Art’s Golf Carts and we have our other golf cart that's getting repairs done. When that's done, we're going to take the LED light off of that one and transfer it over to the new golf cart. Once we get that golf cart, I'll facilitate that. They do need to do it in-house, they can't do it on-site because it's hardwired. So we'll facilitate that once that golf cart gets out. We have installation of the pet play park. We're hoping to open by the 23rd. We reached out to Dana earlier this morning just to see if they could check the status of that. They did lay grass seed as well as sod in some of the areas that were showing dirt. We're keeping an eye on that. We'll open it as soon as possible.
Mr. Costello: It was myself, you, Matt and Dana, we went out there, we looked at it. Unfortunately, there's no way that we can stop these dogs from tearing that park up. It's just the nature of the beast. But on the same token, just to let everybody know that we are looking at it in the future and Dana did suggest that come spring we put a different type of grass seed down that's going to be a little bit stronger and we're hopefully not going to have the problems that we're experiencing right now. I haven't heard one real complaint, everybody has said, we realize that you're trying to do the right thing about this. So hopefully we're open by the 23rd. Come spring hopefully we'll be able to put

something down that'll help us. The only other thing we could do is AstroTurf, which forget it. It is just cost-prohibitive.
Ms. Wells: I will say I did not anticipate that I was going to get no complaints from residents on the pet play park. So Mike, make sure to bring that up to me all the time.
Mr. Costello: Yeah, because you are the one who said that everybody is going to be calling complaining. You didn’t hear from anyone did you?
Ms. Wells: See, he asks me that question all the time. I have not heard from anyone
yet.

Mr. Costello: That tells you how good the people of Lake Ashton are.
Ms. Wells: If you see the stake side of the pet play park now with the tape around
it, that was my plan. I was hoping to still keep the park open because I know how residents do not like their amenities shut down, and then we just put a lock on the door because that was not going to work. Moving along to the restaurant patio awning. Last Board meeting the Board approved to replace the extra cover to the awning. We had the contractor come out to do the final inspection of the structure to install and as you guys anticipated, there were some additional materials that they thought that they needed where the awning would be installed properly. They saw that the current awning was pulling in certain locations so they were working on a quote. Matt has followed up with them almost daily to get the updated quote. We have not gotten it yet so I plan just to bring that up at the January meeting and just let you guys know what the price change was. They just want to add a couple of extra braces to the structure so not removing of the structure. Just a couple of extra braces and they're going to do a different installation method that involves smaller sections heat sealed to prevent the pulling that we see with the current awning. So just to give you an update on that one, I think that's all I had on that. I want to go over the quotes for the two-door sandwich salad region. The one that's currently in there has evaporator coil that's leaking. We've gotten it repaired twice. Well, actually we just had freon installed because it was an emergency situation. We've had TWC and Miller's look at it and they recommend replacing it and not repairing it, that its cost prohibitive to just repair. Metz sent us a few quotes from Hubert. I'm just going to go over a couple, I'm not sure if I would have this in order as it is mentioned, I'm pretty sure I tried to keep it in order. They separate out the installation and shipping so I did my best

to include all of that. Hubert has this for $3,500 and the Arctic Air for $2,924, they both have a two-year labor and parts warranty and a five-year compressor warranty. Most of them have that warranty but the difference that I saw was when we get to the US Foods. US Foods had Arctic Air for $1,983.16. The Turbo Air was $3,426.21. The reason I priced that one out is because that's the only one that's in stock and available at this time. Now, I did clarify with Melody and Metz and she said that was in stock and available at the time of the quote, but then things are changing hourly and daily so that may or may not be true as of December 9th. It looked like the most economical one was the Arctic Air from US Foods for $1,983.16 and it was 8-12 weeks out for arrival. The Turbo Air I did see an additional one-year warranty for parts and labor. They have a three-year parts and labor and a five-year compressor, compared to all the other models, had a two-year parts and labor and a five-year compressor. I did talk with Mike too and the executive chef. All the models they're pretty similar, they're all good models so they were fine with whichever one the Board decided to go with.
Mr. Costello: What did you feel was the best thing?
Ms. Wells: Well, it boils down to if the Turbo Air is in stock, obviously, it'd be great to get it if it is stock but it's over $1,000 more.
Mr. Costello: Can we last 12 weeks without it?
Ms. Wells: We should be able to, I just need to catch up the current status of the problem with their evaporator coil. It was going for a while, it was great and then it just seemed like we were filling up with freon a little too often. The last two times were a little closer together than before.
Mr. Realmuto: How much does it cost us each time we fill up with freon?
Ms. Wells: I haven't received the invoice yet so I'm not sure, to be honest with you.
I know it's per pound that they install so I'm not sure how many pounds they installed.
Mr. Costello: Is it a situation where they can't find the leak?
Ms. Wells: It is leaking in the evaporator coil they just say it isn’t worth it to repair it, you might as well just replace it because of the price of the piece, it is about $5,000 to cover it.
Mr. Realmuto: There are a lot of different choices here that are all similar in price, or some of them are similar in price some are much more. This is an area where I'd really

like to leverage the expertise from Metz. I guess it's easy to say that they're all similar. They're the ones that are going to be using it, it would be nice to see them perhaps make a recommendation or they got their top three and go after those based on availability.
Mr. Plummer: Mike, can you address that?
Ms. Wells: He told me just before he was fine with any of them.
Mr. Costello: That's what I was told and I'd expect that you're comfortable with any one of them.
Ms. Wells: He told me, "Go with the cheaper one." Mr. Costello: I would agree.
Ms. Wells: I know there's a couple of different quotes, but you're looking at some of the same models. The Hubert with the Arctic Air is the same as the Arctic Air on US Foods. Then you're just talking about price from $2,924 to $1,983. The same thing with the Atosa. It's the same model as the Hubert, so you're really focusing on three models, which is the Atosa, Hubert has it as $3,500, Louis Wohl has it at $2,487. The Arctic again, Hubert has it as $2,924, US Foods has it as $1,983. Then the Turbo Air, the reason I wanted to bring that one up is because that one stood aside and had an additional warranty for parts and labor, additional year warranty. It was in stock and available. But that one is $3,426. The other two companies didn't quote with Turbo Air.
Mr. Realmuto: There's a wide range of prices here from the lower $1,900s I think to $5,000 or more. Can you tell us what you think you would need to get it done basically? A not to exceed amount is what I'm looking for.
Ms. Wells: Yes, I always go with the higher warranty with things, so I did tend to lean towards the Turbo Air, especially if it's in stock so that we don't even have the chance of having another repair to it.
Mr. Realmuto: I don't see anything clearly labeled Turbo Air here.
Ms. Wells: It's on page two of four on the US Foods quote, which would have been the last set of quotes.
Mr. Realmuto: Okay.
Ms. Burns: What's the price of the not to exceed? Ms. Wells: The one that's in stock, $3,426.21.
Mr. Realmuto: I am having trouble finding that number anywhere.

Ms. Wells: I did it so you're not going to find that number, because I added in the
$55. You can see it as $3,371.21.
Mr. Realmuto: Page 204 there's a quote at the bottom that shows here it's $3,371.
What's the additional amount?
Ms. Wells: It's the $55 for the next date service.
Mr. Howison: This is Lloyd. My experience is that the parts and labor warranty is fine, but it's really the compressor that is going to offer us the greatest concern. Since all of them have five-year warranties, I'll just state my opinion, is that a $1,400 difference to me isn't worth a one-year warranty on parts of labor.
Mr. Realmuto: I think the key point is what you need warrantied is the compressor. The compressor warranty is really all we need to be looking at. Given that which would satisfy that.
Ms. Wells: The Arctic Air would be the next one then at $1,98316. Mr. Plummer: But we're still looking at an extended deliveries.
Ms. Wells: 8 to 12 weeks.
Mr. Plummer: My question is how much are we going to spend patching this together for the next 8 to 12 weeks. That's the number you need to be looking at.
Ms. Wells: That's what I keep getting stuck on. Now, the in stock and available can change and she verified this morning that it could change. She was reaching out to the vendor. It was in stock available as of December 9. Depends on how many people are looking for a Turbo Air two door region, if it's still available.
Mr. Plummer: The freon they are putting in it on a regular basis they're putting in it on a regular basis is not cheap.
Ms. Wells: It's not cheap.
Mr. Realmuto: That's why it'd be helpful to know what that is.
Ms. Wells: I don’t know if the Board wants to do a not to exceed for the Turbo Air and I can work with Mike and figure out, but if the Turbo Air comes back and says it's six weeks to wait, then we'll just go with Arctic Air. I can also get with them and just say how long do you think it will last, if we can wait the 8 to 12 weeks?
Mr. Howison: How frequently, are we replacing freon?
Ms. Wells: We've done twice I believe, in the past six months.

Mr. Costello: There's a good chance that we could go the next 12 weeks without needing to have recharge the freon.
Ms. Wells: It is possible, or not. It's so tough, because a small leak can turn into a large leak. I always tend to go with the more economical version, especially when they're all similar in warranty and Mike is fine using any one of the ones that were quoted.
Ms. Burns: Just to throw out an idea, if you wanted to do the not to exceed of the in-stock option that would allow Christine to look into the price of what we're paying for the freon and perhaps get some additional information. You could designate a Board member to work with Christine, to select either the lowest bid or the one that's in stock, based on what she finds out.
Mr. Realmuto: What is it you're looking for? Not to exceed the larger amount which was almost $3,500 is that right?
Ms. Burns: Yes.
Mr. Realmuto: Let's say $3,500. But with a preference of using your judgment on which is most cost effective. I'm making that a motion.
Ms. Wells: Was it $3,500 or $3,426.
Mr. Realmuto: I'm okay with rounding up to $3,500.
Mr. Plummer: I understand the motion here is a not to exceed and we will explore the cost that freon is, etc. Also, what the other availability is to try to get the best deal in the shortest period of time.
Mr. Realmuto: With that said, we need to do the investigation and get the order in as soon as possible.
Ms. Wells: I'll call as soon as I get out, they're usually really good with letting us know, "Hey, it'll wait, you can wait eight weeks." They're good with letting us know about that. I'll call them as soon as the meeting is over. We can move forward with it from there.

Focus 2025 Review
Mr. Plummer: Anything else for Christine? Thank you very much.
Ms. Wells: I will be on vacation as of two o'clock today until next week. I'll be back next Wednesday. With the transition with everything going on in the restaurant I have let Mike know I'm available and not going out of town and am 10 minutes away. If I need to be here, I'll be here.
Mr. Plummer: Thank you very much, appreciate that. Next is Matt.

Operations Manager
Mr. Plummer: The next item is the operations manager, Matt.
Mr. Fisher: Included in the agenda packet is the operations manager's report. The first item's aquatic maintenance. Staff met with the aquatic supervisor. Everything is looking great. Still, an area of concern is the pond labeled GC7, which is outlined in the diagram. That algae are getting burned back, it is less of a presence than it was. I'm just letting the Board know they're staying on top of it. He's informed me that they're doing everything they can, legally, to treat that algae without causing a fish kill. So we are keeping an eye on it, he's keeping an eye on it. I saw his crew out quite a bit last week, which was encouraging that they are out here as often as they are. Here are some updates that I included, regarding a portion of the walking lights that were out on this Western walkway, I did reach out to Signature Lighting and their person came out and assessed the issue. Apparently, it was a surge that caused those lights to go out. I followed up with him, he's going to look at the warranty. Unfortunately, there's no warranty for those lights. He did provide a bid to either replace those lights or repair the surge, and it was in excess of $2,000. I am going to get a second opinion from our electrician that we use for the clubhouse. I will have some more clarity next Board meeting and bids if I need more. That's just the update with those walkway lights. The electrical sheet down the boulevard has been resolved. It was just a simple timer that had shorted out, it got wet inside of it. That's taken care of. I did have on my report that staff was repairing the fallen off pool tiles, as of when I did my report, we hadn’t had it done, but Jared did complete that item. He informed me this morning that he did grout those tiles and they are sound, that they're not loose. The integrity is there. They shouldn't fall off until we decide to replace those tiles, in the hopefully near future. Stop bar painting, unfortunately

we did not get to the stop bars that I had listed. November was just an odd month for myself. Some random projects came up that we had to get to. The example being the exit gate arm decided to go up and snap in half. I don't know how that happened, but it did. We had to devote half a day to that we are getting with the vendor that supplied those arms to see if it's covered or not covered under warranty. Hopefully I'll have an update next month. I had to put a whole gate arm on that exit. It's not lit with LED lights it is just the gate arm.
Mr. Realmuto: Matt are you saying the arm just spontaneously broke in half without being struck with anything?
Mr. Fisher Yes. It was a call from security, said the gate arm broke into half, so I assumed somebody hit it. But Peter informed me that it just went up and cracked in half.
Mr. Realmuto: That sounds like a warranty item to me. So it makes me wonder whether it holds up with the sun. It's plastic.
Mr. Fisher I did notice a week ago a slight hairline crack in it, but I had assumed that was just normal layer. I mean, maybe it got hit once before, but I will find out if it's covered under warranty and have an update next meeting. Jared has been working as Christine stated on the pool lift. He is doing a good job. Unfortunately, we're out a part. He is getting with them to get that in and get that thing buckled down and put to use. The alarm company completed their annual AC duct and alarm panel inspection. There were no issues reported. The Lake Wales fire inspector came out and inspected the clubhouse extinguishers and emergency lights and exits and there were no issues reported. Also Heartland did replace that spa timer for $125. I didn't need to bring to the Board since we had that budgeted. We are looking into the future when this one does fail, one that is covered, and he recommended a push-button, so we will tackle that when that comes. Christine filled you in on the valve part. I did text Dana to have him come and evaluate it and make sure we're on schedule with that. I will get with Mike on that when I hear from Dana. Any questions?
Mr. Howison: Yeah, Matt. This is Lloyd. Mr. Fisher Hey, Lloyd.
Mr. Howison: Do we have any idea when Applied Aquatics is going to handle Pine Island and the area around 60 East?

Mr. Fisher: Sure. We gave someone the signed contract and I got to get with Archie today. I'm assuming it will be after Christmas, as many of their guys were taking vacation, but I will follow up with you with that. Let me call him after the meeting and see if he may have the schedule.
Mr. Howison: Let me know if you would. Mr. Fisher Okay. Absolutely.
Mr. Plummer: Okay. Thank you, Matt. Mr. Fisher Yes, sir.

District Manager’s Report
Mr. Plummer: The next item is the District manager's report.
Ms. Burns: I don't have anything specific to report. I hope everyone has a lovely holiday.

EIGHTH ORDER OF BUSINESS	Financial Report
Combined Balance Sheet
Mr. Plummer: The next item is the balance sheet.
Ms. Burns: This is through October 31st or the first month of the new fiscal year. Now that we're into December, we finally started to get some revenue in from the tax collector. We'll start seeing those when you see the November statements next month, usually, about the last week of the month, we start to see those. I don't have anything specific to report on these, but if anybody has any questions, I can answer them.
Mr. Plummer: Any questions on the financials?
Mr. Realmuto: No questions, but I do have something I'd like to bring to the Board's attention. When reviewing the check run summary, I believe I have identified a financial savings opportunity. What struck my interest was in the check run summary there was an insurance expense of $1,100. I did a little digging with Jillian and staff about this and discovered what was labeled as the $1,082 insurance expense was essentially a surety bond so that we don't have to keep $25,000 on deposit with TECO. I did the math on that, that works out too. Essentially, we're paying interest and whether or not to have that
$25,000 deposit with TECO where you’re paying almost 5%. I think it works out to about 4.83%. I did a few further inquiries and asked if any of the, for example, the other District's

GMS managers have a similar arrangement, and I think the answer came back. George was aware of one of his Districts that had one. I don't think you were aware of any, correct Jill?
Ms. Burns: No other Districts that I manage had them, but George had one in Tampa that chose not to give the deposit. Just to clarify, it was a decision that a past Board had made to go the surety bond route instead of doing that.
Mr. Realmuto: As far as I can tell, only two reasons you would do that. One, you simply don't have the money to leave on deposits sitting there. As you know, we have hundreds of thousands. I don't want to make it sound like we have an excess of money because we don't. We probably don't have enough. But we don't generally run our capital reserve fund down to that amount or even the general fund usually. We have the $25,000 lying around. It's earning next to nothing in interest. The only reason we're doing that, again, as I said, is I can see why the developer would do it when you need some money to build the community and throw expenses there. Then the other reason would be I suppose is if you can earn more on it elsewhere with interest rates being what they are and are likely to go up by 5% in the next 12 months. It seems to me it will be a better return on our investment to cancel that policy, if possible, immediately and get the refund on that and perhaps inquire of TECO what amount is required, but I don't know where the number $25,000 comes from. It's been a long time.
Ms. Burns: They may have changed.
Mr. Realmuto: They may have changed. We should vote to save ourselves that
$1,100 a year expense. I'm curious what the other supervisor's thoughts on that might be.
Mr. Howison: I agree. I think it's a good idea to eliminate.
Mr. Costello: Seems that everything they do at TECO ends up costing us a small fortune because we're paying over $10,000 to work light posts out here. I agree with you. If we can get around it, let's get around it.
Mr. Realmuto: I move that we attempt to cancel our contract, our insurance contract or surety bond with, I believe, with three agents. Jill is going to look to see if that's possible. If it is then we cancel that, and leave on deposit the minimum required amount with TECO.

Mr. Plummer: We have a motion and a second on the floor to terminate the insurance policy for the surety bond and deposit the amount of money to TECO that would cover the required deposit amount.
Ms. Burns: Just to clarify a little bit. We are assuming that obviously we could get the prorated amount of that back, but to the extent that it's not refundable we will not move forward with that until the next year.

Capital Projects Reserve Fund
Statement of Revenues, Expenditures, and Changes in Fund Balance
Approval of Check Run Summary
Mr. Plummer: Questions on the check run summary?

NINTH ORDER OF BUSINESS	Public Comments
Mr. Plummer: Moving on in the agenda, we are at public comments.
Ms. Burns: I have one form that was filled out and it's from Robert Franklin. You do have to use the microphone because the people on Zoom can't hear you without it.
Howard Kay: Okay. Thanks again. I'm Howard Kaye and I've been a resident of Lake Ashton since August. I love it here and everybody I have spoken to since I've been here is just totally happy with the way Lake Ashton is and we want to keep it that way. When issues come forward, everybody knows about the development that's occurring on the Thompson Nursery Road on the south side and on the north side.
In the next years, it's going to just be worse and worse and there's going to be a lot of traffic. At a recent meeting, a committee was formed at the request of the people in the committee to look into the issues as far as what's going to be happening, what things we can do to make it better for Lake Ashton so that we don't have traffic jams out there

and everything. This is going to be very short and I'm going to read it as much as I don't like to stand up and read stuff because we have a committee that we formed of seven people that have been meeting for the past several months and Tip Franklin is one of them, and Al Goldstein was here, he left. He's one of them and there are several others. We met with James Slaton who's the city manager of Lake Wales and his associate Mark Bennett, and we also met with commissioner Jack Hilligoss. It has just been a fact-finding and getting all the information about what's intended for this road, and how things are going to play out. We put together a letter to read to you all. It's already been read to the CDD for Winter Haven also, and there's going to be a meeting on January 10th where we hope to have all the residents that are interested. It should be everybody. This is a nonpartisan issue, everybody should be concerned about that and we'll tell you everything that we've learned at that time, and in the meantime, you can be contacting us at communityashtoncommittee@gmail.com. But if you come to that meeting on January 10th, we should have a lot more information. As a matter fact, James Slaton from Lake Wales, the city manager, has also been interested in this, and he's been keeping contact with his appropriate cohorts in Winter Haven to discuss the same issues with them. We want to work together with Lake Wales, Winter Haven, and all these communities up and down the road. All the way from US 17 to Highway 27, so here's what we would like to inform you about what's been going on. This say dear CDD's Board of Supervisors. The purpose of this letter is to inform the CDD Board of Supervisors to the existence and purpose of the Lake Ashton Community Action Plan Committee. We're a steering committee representing Lake Ashton residents expressing our concerns regarding the numerous planned housing developments in Lake Wales and Winter Haven and how these developments will or may impact the safety and welfare of our 3,000 plus Lake Ashton residents. We are a fact-finding committee gathering data on these impending changes and what their effect will have on our community. At this point, our focus is safe access to Lake Ashton at the main entrance. This what we know and what we've learned. The development of the north side of the Thompson Nursery Road which is currently in progress, we see all the equipment and everything out there will have 950 homes when completed and three access points onto this road, onto Thompson Nursery Road. The site name that had been approved by the Lake Wales City Commission on the south side

of Thompson Nursery Road will have 6,100 homes/condos when completed with at least one access point onto this road. Polk County, and this is something that none of us knew and was of concern. Polk County is planning to make the Thompson Nursery Road/Eagle Lake Road corridor, a four-lane commercial truck route connecting US27 with US17 in Eagle Lake. These combined changes have brought the concern of our community, because with a conservative estimate it would add 12,000 vehicles on Thompson Nursery Road, it'll pose a dangerous situation for Lake Ashton residents gaining access at our front gate to this highway. The front gate here, the main entrance, traffic coming in, traffic going out, traffic trying to turn, one way or the other, it's going to be a backlog. Let me see, where was I? We are advocating the installation of a fully automated traffic signal at the front entrance of Lake Ashton and have begun a dialogue with decision-makers to ensure the safety and welfare of our residents. We hope that both CDDs of our community will come together and recognize these efforts and will keep you informed of the progress we make. We are planning a community information meeting on January 10th for all Lake Wales members and we hope you all can attend and the input you have can be addressed, and our email address is located what it says at the top of this paper. We're here to gather as many residents as we can together by January 10th so we can give you the complete package of everything that's possibly available to be known about this and letting you tell us what it is that you want, what are your preferences, what's important to you. Putting a traffic light out at the entrance to the gate, widening of the road from here up to 27, and whatever else. There's so many, you put all these minds together then you're going to get a good consensus of what needs to be happening. So we'd like your effort and your input, and you can contact us, or you can be here on January 10th. That's it. Thank you.
Mr. Realmuto: Thank you. I'm wondering if we can help you get the word out. I'm wondering if we could include a copy of that letter in the meeting wrap-up report. This thing sends out a blast so it gets a wider audience. Would that be okay with everybody?
Mr. Costello: One of the other things, first of all, I would like to thank you people for what you do and you're moving forward, it's something that's truly needed. I was there at the inception of it and personally, I think you're doing a great job. My question is this, we have a lot of communities that are going to be affected by this up and down Thompson

Nursery Road. Have we contacted anybody? Maybe we could even have them attend this meeting as there is strength in numbers.
Howard Kay: I totally agree with you on that. We've talked about that in a couple of meetings and that's why we're here today to let you know this because we didn't want to be stepping on any toes and we didn't know if this was something that we could be doing without your approval or the Winter Haven CDD, and that's why we had to write to them and write to you. I don't know if it takes any action on your part, but just to let us know to keep going with what we're doing and that you're behind us.
Mr. Plummer: I don’t think it would take any action by us at all except that the only thing I want to echo is just what Mike just said about getting the other communities up and down Thompson Nursery Road involved such as Traditions.
Howard Kay: That goes together with what you're saying, because we didn't want to do things like that until we knew that what we're doing is okay with you. Now that we have your approval to do that, that's the next part of our plan to do that and we're also waiting for answers that James Slaton is working on getting from the city commission and the legislature and all that, so we have more information before we go to these places, but that's on our plan to do right away.
Mr. Costello: Thank you and let me thank the members of your committee also.
Howard Kay: Let me just tell you who they are so they can get the credit they deserve. Nick Gerth, Tom Scali, Al Goldstein, Kay Teehan, and Shelley Miller, and Tip and Al and myself.
Mr. Costello: Thank you once more.
Mr. Plummer: We appreciate it. Thank you very much. Christine, did you have something you wanted to add?
Ms. Wells: Yes. I was just going to say that I believe Shelley Miller, they're doing an insert in the LA Times similar to what's in that letter along with the survey. That's going to in as an insert in the LA Times, so that information will go out as well.
Mr. Costello: Thank you Howard. Jill, do you have something?
Ms. Burns: Just to state for the record that it's not official CDD committee that this is just a group of interested residents and the issues are outside the boundary of the CDD so this Board doesn't have to approve anything that this group is doing.

Mr. Costello: We ran it by our attorney in the last meaning and she also said keep it outside the CDD.
Ms. Burns: Correct. Just because there's some discussion about getting approval from this Board.
Mr. Costello: There's no reason why we can't back them. Ms. Burns: Absolutely.
Mr. Plummer: Is there any other public comment?
Debby Langtry (Lot 71): Hi, gentlemen. Debby Langtry, Lot 71. I know it may be hard to believe, but there are some residents that are not aware or are not clear on what the qualifications to be a CDD supervisor is, or what your role and responsibilities are. I know you find that hard to believe, I do too, but I've gotten quite a few questions. So I am hoping that whether it be in an email blast maybe after the upcoming holidays or verbally to everyone just to keep reiterating what you guys do?
Mr. Costello: Christine, can you put something up as far as that goes?
Mr. Plummer: I think Christine and Jill are both working on multiple blasts. Not only that way, but something is going in the Times as well.
Ms. Wells: I did not have anything going in LA Times, but I can.
Mr. Plummer: That would be another place because there's still a few days left for them to be able to get their application. I think the more we could get out through the blast and combination with both in the LA Times is probably the way to get started with that communication.
Ms. Burns: Everybody is included in the blast, but the requirement is that you be a resident of Lake Ashton within the boundary of Lake Ashton. That is determined by being a registered voter at your address within Lake Ashton because you can be a renter or a home owner, that's how it's determined. You need to be a least 18 years old, a citizen of the United States, and a resident of Lake Ashton who's registered to vote here.
Mr. Realmuto: So we are going to get word out about that in the LA Times as well as the blast maybe once a week or so until the deadline.
Debby Langtry (Lot 71): Great. Thanks. The other thing I want to I mention in regards to the restaurant especially with the upcoming changes, when will there be a timeline with targets hopefully that can be successfully reached. That includes, but they're

not limited to financials, consistency, service management, all of the things that everyone has concern. I want to encourage those involved and the decision makers to have a timeline so we know what's being hit or not hit. Then that helps with consequences or challenges. Then I also just want to reiterate, I think we're doing this, but does Metz have a better buying power than we do and are we utilizing them for the equipment and stuff? It would be good, like you all mentioned, to have them give instead of having Christine present six things, give us the top two or three. Thank you.
Mr. Plummer: Thank you. Any other comments? If not, supervisors?

TENTH ORDER OF BUSINESS	Supervisor Requests / Supervisor
Open Discussion
Mr. Costello: First of all I'd like to wish everybody a Merry Christmas, Happy New Year. Not much else to say. I'm waiting to see whether you have something else to say.
Mr. Plummer: No, I echo the same. Merry Christmas to everyone and a Happy New Year as well. To just touch on Debby's question a little bit. We had discussions with Metz about timelines and everything, way, shape or form that you brought up. Well, that's one of the things we need to have the general manager on before we formalize those timelines and getting that data and that information, so yes, we are looking into doing exactly what you were talking about.

ELEVENTH ORDER OF BUSINESS	Adjournment

Secretary / Assistant Secretary	Chairman / Vice Chairman

SECTION V

SECTION B

Week 1
11/21-11/27	Week 2
11/28-12/4	Week 3
12/5-12/11	Week 4
12/12-12/18	Week 5
12/19-12/25	PERIOD	BUDG	T	VARIANCE
B/(W)	PERIO
PRIOR Y	D
AR	VARIANCE
B/(W)						
SALES																	
RETAIL	$8,459 100.0%	$10,478 91.2%	$11,789 58.3%	$11,605 100.0%	$6,518 100.0%	$48,849	83.8%	$95,472	87.6%	($46,623)	(48.8%)	$33,009	100.0%	$15,840	48.0%		
CATERING	$0 0.0%	$1,014 8.8%	$8,432 41.7%	$0 0.0%	$0 0.0%	$9,446	16.2%	$13,500	12.4%	($4,054)	(30.0%)	$0	0.0%	$9,446	0.0%		
BOARD	$0 0.0%	$0 0.0%	$0 0.0%	$0 0.0%	$0 0.0%	$0	0.0%	$0	0.0%	$0	0.0%	$0	0.0%	$0	0.0%		
FLEX	$0 0.0%	$0 0.0%	$0 0.0%	$0 0.0%	$0 0.0%	$0	0.0%	$0	0.0%	$0	0.0%	$0	0.0%	$0	0.0%		
SUMMER	$0 0.0%	$0 0.0%	$0 0.0%	$0 0.0%	$0 0.0%	$0	0.0%	$0	0.0%	$0	0.0%	$0	0.0%	$0	0.0%		
PROGRAM	$0 0.0%	$0 0.0%	$0 0.0%	$0 0.0%	$0 0.0%	$0	0.0%	$0	0.0%	$0	0.0%	$0	0.0%	$0	0.0%		
OTHER	$0 0.0%	$0 0.0%	$0 0.0%	$0 0.0%	$0 0.0%	$0	0.0%	$0	0.0%	$0	0.0%	$0	0.0%	$0	0.0%		
TOTAL SALES	$8,459 100.0%	$11,491 100.0%	$20,221 100.0%	$11,605 100.0%	$6,518 100.0%	$58,295	100.0%	$108,972	100.0%	($50,677)	(46.5%)	$33,009	100.0%	$25,286	76.6%		
COST OF SALES																	
Dry Grocery	$348 0.0%	$579 0.0%	$623 0.0%	$36 0.0%	($8,959) 0.0%	($7,375)	0.0%	$5,593	0.0%	$12,967	231.9%	$2,315	0.0%	$9,690	418.5%		
Bakery	$0 0.0%	$0 0.0%	$0 0.0%	$0 0.0%	$0 0.0%	$0	0.0%	$373	0.0%	$373	100.0%	$0	0.0%	$0	0.0%		
Dairy	$279 0.0%	$430 0.0%	$350 0.0%	$331 0.0%	$195 0.0%	$1,585	0.0%	$4,101	0.0%	$2,516	61.3%	$1,535	0.0%	($51)	(3.3%)		
Produce	$69 0.0%	$249 0.0%	$989 0.0%	($55) 0.0%	$638 0.0%	$1,891	0.0%	$4,101	0.0%	$2,211	53.9%	$3,362	0.0%	$1,471	43.8%		
Grocery	$1,026 0.0%	$722 0.0%	$1,311 0.0%	$845 0.0%	$677 0.0%	$4,582	0.0%	$5,593	0.0%	$1,011	18.1%	$2,792	0.0%	($1,789)	(64.1%)		
Protein	$1,769 0.0%	$2,695 0.0%	$2,378 0.0%	$1,459 0.0%	$1,030 0.0%	$9,330	0.0%	$13,050	0.0%	$3,720	28.5%	$8,452	0.0%	($878)	(10.4%)		
Beverages	$112 0.0%	$251 0.0%	($363) 0.0%	($398) 0.0%	$3,869 0.0%	$3,472	0.0%	$2,610	0.0%	($862)	(33.0%)	($1,654)	0.0%	($5,126)	309.8%		
Misc. Cost	$2,291 0.0%	$0 0.0%	$0 0.0%	$535 0.0%	$0 0.0%	$2,826	0.0%	$1,864	0.0%	($962)	(51.6%)	$452	0.0%	($2,374)	(525.7%)		
Vending Supplies	$0 0.0%	$0 0.0%	$0 0.0%	$0 0.0%	$0 0.0%	$0	0.0%	$0	0.0%	$0	0.0%	$0	0.0%	$0	0.0%		
C-Store Merchandise	$0 0.0%	$0 0.0%	$0 0.0%	$0 0.0%	$0 0.0%	$0	0.0%	$0	0.0%	$0	0.0%	$0	0.0%	$0	0.0%		
TOTAL COST OF SALES	$5,894 69.7%	$4,925 42.9%	$5,288 26.2%	$2,753 23.7%	($2,549) (39.1%	$16,311	28.0%	$37,285	34.2%	$20,974	56.3%	$17,253	52.3%	$942	5.5%		
GROSS PROFIT	$2,565 30.3%	$6,566 57.1%	$14,933 73.9%	$8,852 76.3%	$9,067 139.1%	$41,984	72.0%	$71,687	65.8%	($29,703)	(41.4%)	$15,756	47.7%	$26,228	166.5%		
PAYROLL																	
LABOR																	
MANAGEMENT	$2,404 28.4%	$2,404 20.9%	$2,404 11.9%	$2,404 20.7%	$1,058 16.2%	$10,673	18.3%	$12,019	11.0%	$1,346	11.2%	$15,894	48.2%	$5,221	32.8%		
HOURLY	$3,734 44.1%	$4,405 38.3%	$5,085 25.2%	$5,512 47.5%	$76 1.2%	$18,813	32.3%	$30,672	28.1%	$11,860	38.7%	$22,641	68.6%	$3,829	16.9%		
HOURLY DRIVERS	$0 0.0%	$0 0.0%	$0 0.0%	$0 0.0%	$0 0.0%	$0	0.0%	$0	0.0%	$0	0.0%	$0	0.0%	$0	0.0%		
OVERTIME	$29 0.3%	$0 0.0%	$356 1.8%	$215 1.9%	$0 0.0%	$600	1.0%	$0	0.0%	($600)	0.0%	$905	2.7%	$305	33.7%		
VAC/SICK/HOL	$0 0.0%	$0 0.0%	$0 0.0%	$0 0.0%	$0 0.0%	$0	0.0%	$2,768	2.5%	$2,768	100.0%	$0	0.0%	$0	0.0%		
CONTRACT	$890 10.5%	$424 3.7%	$0 0.0%	$0 0.0%	$288 4.4%	$1,603	2.8%	$0	0.0%	($1,603)	0.0%	$0	0.0%	($1,603)	0.0%		
BONUS	$67 0.8%	$67 0.6%	$67 0.3%	$67 0.6%	$67 1.0%	$337	0.6%	$601	0.6%	$264	44.0%	$269	0.8%	($67)	(25.0%)		
TOTAL LABOR	$7,124 84.2%	$7,301 63.5%	$7,913 39.1%	$8,197 70.6%	$1,489 22.9%	$32,025	54.9%	$46,060	42.3%	$14,035	30.5%	$39,710	120.3%	$7,685	19.4%		
	TAX & FRINGE																
	TAX & FRINGE	$1,795 21.2%	$1,975 17.2%	$2,265 11.2%	$2,345 20.2%	$359 5.5%	$8,738	15.0%	$12,915	11.9%	$4,177	32.3%	$11,442	34.7%	$2,704	23.6%	
	TOTAL TAX & FRINGE	$1,795 21.2%	$1,975 17.2%	$2,265 11.2%	$2,345 20.2%	$359 5.5%	$8,738	15.0%	$12,915	11.9%	$4,177	32.3%	$11,442	34.7%	$2,704	23.6%	
TOTAL PAYROLL	$8,919 105.4%	$9,276 80.7%	$10,178 50.3%	$10,542 90.8%	$1,848 28.4%	$40,763	69.9%	$58,975	54.1%	$18,212	30.9%	$51,152	155.0%	$10,389	20.3%		
AFTER PRIME COSTS	($6,354) (75.1%	($2,710) (23.6%	$4,755 23.5%	($1,690) (14.6%	$7,219 110.8%	$1,221	2.1%	$12,713	11.7%	($11,492)	(90.4%)	($35,395) (107.2%)	$36,616 (103.4%)					

Week 1	Week 2	Week 3	Week 4	Week 5	PERIOD
11/21-11/27	11/28-12/4	12/5-12/11	12/12-12/18	12/19-12/25	BUDGET		VARIANCE
B/(W)	PERIOD
PRIOR YEAR	VARIANCE
B/(W)																
CONT. EXPENSES																					
TELEPHONE/UTILITIES	$0	0.0%	$0	0.0%	$0	0.0%	$0	0.0%	$65	1.0%	$65	0.1%	$65	0.1%	$0	(0.1%)	$171	0.5%	$106	62.0%	
MENUS & PRINTING	$0	0.0%	$0	0.0%	$0	0.0%	$0	0.0%	$0	0.0%	$0	0.0%	$504	0.5%	$504	100.0%	$72	0.2%	$72	100.0%	
LAUNDRY	$130	1.5%	$122	1.1%	$172	0.9%	$0	0.0%	$252	3.9%	$676	1.2%	$1,394	1.3%	$718	51.5%	$726	2.2%	$50	6.9%	
OFFICE SUPPLIES	$0	0.0%	$0	0.0%	$0	0.0%	$0	0.0%	$0	0.0%	$0	0.0%	$344	0.3%	$344	100.0%	$723	2.2%	$723	100.0%	
UNIFORMS	$0	0.0%	$0	0.0%	$0	0.0%	$0	0.0%	$0	0.0%	$0	0.0%	$208	0.2%	$208	100.0%	$3,679	11.1%	$3,679	100.0%	
EQUIPMENT/SUPPLIES	$67	0.8%	$85	0.7%	$23	0.1%	($10)	(0.1%)	$38	0.6%	$203	0.4%	$0	0.0%	($203)	0.0%	$5,399	16.4%	$5,196	96.2%	
JANITORIAL/HAZARDOU	$90	1.1%	$302	2.6%	$150	0.7%	$15	0.1%	$174	2.7%	$731	1.3%	$862	0.8%	$131	15.2%	$1,444	4.4%	$713	49.4%	
DISPOSABLES	$288	3.4%	$309	2.7%	$399	2.0%	$275	2.4%	$253	3.9%	$1,524	2.6%	$1,707	1.6%	$183	10.7%	$3,494	10.6%	$1,970	56.4%	
REPAIRS	$0	0.0%	$0	0.0%	$0	0.0%	$0	0.0%	$0	0.0%	$0	0.0%	$0	0.0%	$0	0.0%	$1,050	3.2%	$1,050	100.0%	
AUTO EXPENSE	$0	0.0%	$0	0.0%	$0	0.0%	$0	0.0%	$0	0.0%	$0	0.0%	$0	0.0%	$0	0.0%	$35	0.1%	$35	100.0%	
SERVICE CONTRACTS	$86	1.0%	$0	0.0%	$27	0.1%	$0	0.0%	$0	0.0%	$112	0.2%	$565	0.5%	$453	80.1%	$443	1.3%	$331	74.6%	
CONTRIBUTIONS	$0	0.0%	$0	0.0%	$0	0.0%	$0	0.0%	$0	0.0%	$0	0.0%	$0	0.0%	$0	0.0%	$0	0.0%	$0	0.0%	
TRAVEL AND LODGING	$0	0.0%	$1,800	15.7%	$0	0.0%	$0	0.0%	$2,600	39.9%	$4,400	7.6%	$0	0.0%	($4,400)	0.0%	$6,007	18.2%	$1,607	26.8%	
EQUIPMENT RENTAL	$0	0.0%	$0	0.0%	$0	0.0%	$0	0.0%	$0	0.0%	$0	0.0%	$250	0.2%	$250	100.0%	$100	0.3%	$100	100.0%	
EMPLOYEE RECRUIT	$0	0.0%	$0	0.0%	$0	0.0%	$0	0.0%	$0	0.0%	$0	0.0%	$50	0.0%	$50	100.0%	$782	2.4%	$782	100.0%	
MISC EXPENSE	$0	0.0%	$6	0.1%	$71	0.4%	$102	0.9%	$0	0.0%	$180	0.3%	$534	0.5%	$354	66.3%	$104	0.3%	($76)	(72.9%)	
POSTAGE	$0	0.0%	$0	0.0%	$0	0.0%	$0	0.0%	$0	0.0%	$0	0.0%	$0	0.0%	$0	0.0%	$11	0.0%	$11	100.0%	
DUES & SUBS	$0	0.0%	$0	0.0%	$0	0.0%	$0	0.0%	$0	0.0%	$0	0.0%	$0	0.0%	$0	0.0%	$0	0.0%	$0	0.0%	
CREDIT CARD	$278	3.3%	$320	2.8%	$379	1.9%	$363	3.1%	$205	3.2%	$1,546	2.7%	$3,360	3.1%	$1,815	54.0%	$2,053	6.2%	$508	24.7%	
OVER / SHORT	$234	2.8%	$0	0.0%	$0	0.0%	$2	0.0%	$8	0.1%	$243	0.4%	$0	0.0%	($243)	0.0%	$227	0.7%	($16)	(6.9%)	
REFUSE/PEST	$0	0.0%	$0	0.0%	$0	0.0%	$0	0.0%	$0	0.0%	$0	0.0%	$0	0.0%	$0	0.0%	$0	0.0%	$0	0.0%	
MARKETING/ADV/DECO	$0	0.0%	$0	0.0%	$0	0.0%	$0	0.0%	$0	0.0%	$0	0.0%	$287	0.3%	$287	100.0%	$200	0.6%	$200	100.0%	
TOTAL CONT.	$1,172	13.9%	$2,944	25.6%	$1,222	6.0%	$747	6.4%	$3,595	55.2%	$9,680	16.6%	$10,131	9.3%	$451	4.5%	$26,721	81.0%	$17,041	63.8%	
EXPENSES																					
PACE	($7,526)	(89.0%	($5,654)	(49.2%	$3,533	17.5%	($2,437)	(21.0%	$3,624	55.6%	($8,459)	(14.5%)	$2,581	2.4%	($11,040) (427.7%)	($62,116) (188.2%)	$53,657	(86.4%)			
NON-CONT EXPENSE																					
Rent	$0	0.0%	$0	0.0%	$0	0.0%	$0	0.0%	$0	0.0%	$0	0.0%	$0	0.0%	$0	0.0%	$0	0.0%	$0	0.0%	
CAM	$0	0.0%	$0	0.0%	$0	0.0%	$0	0.0%	$0	0.0%	$0	0.0%	$0	0.0%	$0	0.0%	$0	0.0%	$0	0.0%	
LEASES	$0	0.0%	$0	0.0%	$0	0.0%	$0	0.0%	$0	0.0%	$0	0.0%	$0	0.0%	$0	0.0%	$0	0.0%	$0	0.0%	
TECHNOLOGY	$43	0.5%	$43	0.4%	$43	0.2%	$43	0.4%	$43	0.7%	$215	0.4%	$248	0.2%	$33	13.3%	$248	0.8%	$33	13.3%	
DEPRECIATION	$0	0.0%	$0	0.0%	$0	0.0%	$0	0.0%	$0	0.0%	$0	0.0%	$0	0.0%	$0	0.0%	$0	0.0%	$0	0.0%	
GENERAL INSURANCE	$103	1.2%	$114	1.0%	$110	0.6%	$94	0.8%	$30	0.5%	$451	0.8%	$707	0.6%	$256	36.2%	$750	2.3%	$298	39.8%	
LICENSE/PERMITS/TAX	$0	0.0%	$0	0.0%	$0	0.0%	$0	0.0%	$0	0.0%	$0	0.0%	$0	0.0%	$0	0.0%	$2,900	8.8%	$2,900	100.0%	
DEFERRED CONTRACT	$0	0.0%	$0	0.0%	$0	0.0%	$0	0.0%	$0	0.0%	$0	0.0%	$0	0.0%	$0	0.0%	$0	0.0%	$0	0.0%	
COMM / PROFIT	$0	0.0%	$0	0.0%	$0	0.0%	$0	0.0%	$0	0.0%	$0	0.0%	$0	0.0%	$0	0.0%	$0	0.0%	$0	0.0%	
ROYALTIES/NAT'L ADV	$0	0.0%	$0	0.0%	$0	0.0%	$0	0.0%	$0	0.0%	$0	0.0%	$0	0.0%	$0	0.0%	$0	0.0%	$0	0.0%	
OPENING EXP	$0	0.0%	$0	0.0%	$0	0.0%	$0	0.0%	$0	0.0%	$0	0.0%	$0	0.0%	$0	0.0%	$0	0.0%	$0	0.0%	
INTEREST EXP	$0	0.0%	$0	0.0%	$0	0.0%	$0	0.0%	$0	0.0%	$0	0.0%	$0	0.0%	$0	0.0%	$0	0.0%	$0	0.0%	
TOTAL NON-CONT	$146	1.7%	$157	1.4%	$154	0.8%	$137	1.2%	$73	1.1%	$667	1.1%	$955	0.9%	$289	30.2%	$3,898	11.8%	$3,231	82.9%	
EXPENSE																					
INCOME BEFORE FEES	($7,672)	(90.7%	($5,811)	(50.6%	$3,380	16.7%	($2,574)	(22.2%	$3,551	54.5%	($9,126)	(15.7%)	$1,626	1.5%	($10,752) (661.2%)	($66,014) (200.0%)	$56,889	(86.2%)			
OTHER FEES																					
Mgmnt/Admin Fees	$1,167	13.8%	$1,167	10.2%	$1,167	5.8%	$1,167	10.1%	$1,167	17.9%	$5,833	10.0%	$5,833	5.4%	$0	0.0%	$5,833	17.7%	$0	0.0%	
TOTAL OTHER FEES	$1,167	13.8%	$1,167	10.2%	$1,167	5.8%	$1,167	10.1%	$1,167	17.9%	$5,833	10.0%	$5,833	5.4%	$0	0.0%	$5,833	17.7%	$0	0.0%	
NET INCOME	($8,838)	(104.5	($6,978)	(60.7%	$2,213	10.9%	($3,741)	(32.2%	$2,384	36.6%	($14,959)	(25.7%)	($4,207)	(3.9%)	($10,752)	255.6%	($71,848) (217.7%)	$56,889	(79.2%)		
Invoice # 20771221																					
			December-21																		

Invoice Date:	

1/12/2022																		
Billed to :		Due Date:	1/22/2022																		
Lake Ashton																					
4141 Lake Ashton Club Dr.		Total Amount Due																			
Lake Wales, FL 33859		$	14,959.03																			
Service Dates : 11/21/2021 to 12/25/2021																					
Monthly Culinary Management Charges																					

Purchases																					
 Dry Grocery			$	(7,374.54) 																			
 Bakery			$	- 																			
 Dairy			$	1,585.36 																			
 Produce			$	1,890.65 																			
 Grocery-Refrigerated/Frozen			$	4,581.56 																			
 Meat-Pork/Beef			$	5,952.40 																			
 Poultry			$	1,741.45 																			
 Seafood			$	1,636.22 																			
 Beverages			$	3,471.54 																			
 Misc. Cost			$	2,826.14 																			
Total Food		$	16,310.78																			
 Telephone/Utilies			$	64.99 																			
 Menus			$	- 																			
 Laundry			$	676.20 																			
 Office Supplies			$	- 																			
 Uniforms			$	- 																			
 Equipment/Supplies			$	203.12 																			
 Janitorial/Hazardous			$	730.62 																			
 Disposables			$	1,524.26 																			
 Repairs			$	- 																			
 Auto Expense			$	- 																			
 Service Contracts			$	112.35 																			
 Contributions			$	- 																			
 Entertainment - (Band)			$	4,400.00 																			
 Equipment Rental			$	- 																			
 Employee  Recruitment			$	- 																			
 Misc. Expense			$	180.09 																			
 Postage			$	- 																			
 Dues/Subscriptions			$	- 																			
 Credit Card Fees			$	1,545.53 																			
 Over/Short			$	242.89 																			
 Refuse/Pest Control			$	- 																			
 Marketing/Advertising			$	- 																			
 Technology Expense			$	215.25 																			
 Licenses			$	- 																			
Total Other Operating Expenses		$	9,895.29																			

$	26,206.07																					
Labor																					

 Management Payroll			$	11,009.64 																			
 Management  Benfits			$	3,302.89 																			
Total Management Labor		$	14,312.53																			
 Base Payroll (Hourly)			$	19,412.14 																			
 Taxes/Benefits  (Hourly)			$	5,435.40 																			
Total Hourly Labor		$	24,847.54																			
 Contract Labor (Other)			$	1,602.89 																			
$	40,762.96																					
Fees, Investments & Adjustments:																					

 Management/Administrative   Costs			$	5,833.35 																			
 Opening Expense			$	- 																			
 General Liability Insurance			$	451.37 																			
$	6,284.72																					
Sales:																					

 Retail Sales			$	(48,849.21) 																			
 Inside Catering			$	(9,445.51) 																			
 Outside Catering			$	- 																			
$	(58,294.72)																					
																					
 Please remit to:			Total	$	14,959.03																		
Metz Culinary Management																					
Attn: Accounts Receivable	Thank you for your business																				
2 Woodland Drive																					
Dallas, PA 18612																					
(570) 675-2499																					

SECTION C
Ashton Tap & Grill Financials
Monthly Invoiced Revenue & Expenses (financials from Monthly Invoice / guest count from weekly reports)

 	Note: Only the restaurant operating budget is included in these figures. Amenity support (equipment, improvements, maintenance, repairs, utilities) is not included.	
 	ACTUAL Dec '20 to Dec '21	

Month	
Retail Sales	
Catering	Total
/ Other	Revenue	Avg.
Guest	Guest
Count	Check	Total
Purchases (inc. COS)	
Food (COS)	
COS
%	
Total Labor	
Labor Fees &
%	Other	NET
Total	Income / Expense		(Deficit)	NET
Income / (Loss) %					
 FY2021	$604,907  $66,226	$671,133	38,576  $17.40	$372,953   $248,155   37.0%  $459,801   68.5%  $64,275   $897,029   ($225,896)	-33.7%															
Oct-21	$44,681	$5,776	$50,457	2838	$15.74	$23,024	$17,888	35.5%	$37,091	73.5%	$6,242	$66,357	($15,900)	-31.5%	
Nov-21	$46,555	$6,785	$53,341	2800	$16.63	$24,639	$20,602	38.6%	$38,770	72.7%	$6,263	$69,672	($16,331)	-30.6%	
Dec-21	$48,849	$9,446	$58,295	3328	$14.68	$26,206	$16,311	28.0%	$40,763	69.9%	$6,285	$73,254	($14,959)	-25.7%	

Dec(5w) / Nov	$2,294	$2,660	$4,954	$1,567	($4,291)	$1,993	$22	$3,582	$1,372	
Avg per week	($1,869)	$193	($1,676)	($919)	($1,888)	($1,540)	($309)	($2,767)	$1,091	
Avg per day	($312)	$32	($279)	($153)	($315)	($257)	($51)	($461)	$182	

Provided by LA CDD Supervisor Steve Realmuto from data supplied by Metz Culinary Management
Ashton Tap and Grill

Weekly
Retail Sales (provided weekly by General Manager)
	Guest	Guest	GROSS	DISCOUNT	RESTAURANT	NET SALES			
Week Ending	Count	Average	SALES	S	NET SALES	PER DAY	Budget	Budget vs. Sales	
									
2020-12-19	913	$18.26	$16,673.06	$0.00	$16,673.06	$2,381.87	$15,600.00	$1,073.06	
2020-12-26	902	$17.41	$16,774.71	$1,070.58	$15,704.13	$2,243.45	$15,600.00	$104.13	
2021-01-02	1,207	$17.22	$21,827.67	$1,045.65	$20,782.02	$2,968.86	$18,200.00	$2,582.02	
2021-01-09	1,166	$14.23	$17,506.24	$912.06	$16,594.18	$2,370.60	$18,200.00	($1,605.82)	
2021-01-16	965	$14.78	$15,258.48	$995.02	$14,263.46	$2,037.64	$18,200.00	($3,936.54)	
2021-01-23	1,154	$15.72	$19,307.60	$1,161.60	$18,146.00	$2,592.29	$18,200.00	($54.00)	
2021-01-30	1,052	$16.21	$18,245.22	$1,189.07	$17,056.15	$2,436.59	$18,200.00	($1,143.85)	
2021-02-06	1,013	$15.41	$16,729.95	$1,119.81	$15,610.14	$2,230.02	$18,200.00	($2,589.86)	
2021-02-13	916	$14.15	$13,747.18	$781.55	$12,965.63	$1,852.23	$15,600.00	($2,634.37)	
2021-02-20	1,086	$16.73	$19,191.11	$1,024.84	$18,166.27	$2,595.18	$18,200.00	($33.73)	
2021-02-27	1,163	$16.11	$19,825.86	$1,091.60	$18,734.26	$2,676.32	$18,200.00	$534.26	
2021-03-06	1,201	$15.08	$19,011.97	$901.65	$18,110.32	$2,587.19	$18,200.00	($89.68)	
2021-03-13	1,250	$14.82	$19,400.15	$871.35	$18,528.80	$2,646.97	$18,200.00	$328.80	
2021-03-20	1,544	$15.33	$24,528.63	$866.05	$23,662.58	$3,380.37	$18,200.00	$5,462.58	
2021-03-27	1,222	$15.44	$19,626.25	$754.09	$18,872.16	$2,696.02	$18,200.00	$672.16	
2021-04-03	1,487	$15.10	$23,299.41	$838.63	$22,460.78	$3,208.68	$18,200.00	$4,260.78	
2021-04-10	1,513	$16.86	$26,102.73	$588.95	$25,513.78	$3,644.83	$18,200.00	$7,313.78	
2021-04-17	1,221	$15.02	$19,063.76	$721.92	$18,341.84	$2,620.26	$18,200.00	$141.84	
2021-04-24	927	$14.94	$14,407.69	$557.14	$13,850.55	$1,978.65	$18,200.00	($4,349.45)	
2021-05-01	1,273	$14.08	$18,644.88	$715.23	$17,929.65	$2,561.38	$17,444.00	$485.65	
2021-05-08	979	$14.19	$14,636.04	$739.81	$13,896.23	$1,985.18	$16,912.00	($3,015.77)	
2021-05-15	953	$18.38	$18,241.13	$720.38	$17,520.75	$2,502.96	$23,100.00	($5,579.25)	
2021-05-22	931	$14.12	$14,217.21	$1,067.74	$13,149.47	$1,878.50	$16,912.00	($3,762.53)	
2021-05-29	933	$14.44	$14,022.73	$551.20	$13,471.53	$1,924.50	$16,912.00	($3,440.47)	
2021-06-05	804	$15.72	$12,995.01	$358.57	$12,636.44	$1,805.21	$16,912.00	($4,275.56)	
2021-06-12	912	$14.89	$14,104.66	$526.93	$13,577.73	$1,939.68	$16,912.00	($3,334.27)	
2021-06-19	679	$15.33	$11,047.80	$637.00	$10,410.80	$1,487.26	$16,912.00	($6,501.20)	
2021-06-26	882	$15.50	$14,335.78	$663.35	$13,672.43	$1,953.20	$16,912.00	($3,239.57)	
2021-07-03	674	$15.30	$10,703.86	$392.67	$10,311.19	$1,473.03	$16,912.00	($6,600.81)	
2021-07-10	673	$16.67	$11,411.81	$194.68	$11,217.13	$1,602.45	$20,608.00	($9,390.87)	
2021-07-17	727	$15.26	$11,371.62	$274.80	$11,096.82	$1,585.26	$16,912.00	($5,815.18)	
2021-07-24	767	$15.97	$13,101.58	$851.48	$12,250.10	$1,750.01	$16,800.00	($4,549.90)	
2021-07-31	684	$15.23	$10,916.41	$496.41	$10,420.00	$1,488.57	$16,800.00	($6,380.00)	
2021-08-07	612	$16.81	$10,438.70	$152.17	$10,286.53	$1,469.50	$16,800.00	($6,513.47)	
2021-08-14	676	$16.06	$11,146.42	$291.76	$10,854.66	$1,550.67	$16,800.00	($5,945.34)	
2021-08-21	575	$15.42	$9,140.85	$275.84	$8,865.01	$1,266.43	$16,800.00	($7,934.99)	
2021-08-28	568	$16.26	$9,472.69	$235.60	$9,237.09	$1,539.52	$16,800.00	($7,562.91)	
2021-09-04	578	$17.03	$10,203.18	$357.01	$9,846.17	$1,641.03	$16,800.00	($6,953.83)	
2021-09-11	602	$15.96	$9,866.65	$256.57	$9,610.08	$1,601.68	$16,800.00	($7,189.92)	
2021-09-18	577	$17.98	$10,533.98	$158.42	$10,375.56	$1,729.26	$16,800.00	($6,424.44)	
2021-09-25	615	$16.24	$10,050.47	$65.06	$9,985.41	$1,664.24	$16,800.00	($6,814.59)	
FY2021 YTD	38,576	$15.67	$631,131.13	$26,474.24	$604,656.89		$719,360.00	   ($114,703.11) 	
2021-10-02	620	$15.39	$9,875.28	$333.66	$9,541.62	$1,590.27	$17,196.00	($7,654.38)	
2021-10-09	717	$16.73	$12,452.09	$458.62	$11,993.47	$1,998.91	$17,196.00	($5,202.53)	
2021-10-16	699	$14.95	$10,827.47	$378.39	$10,449.08	$1,741.51	$17,196.00	($6,746.92)	
2021-10-23	802	$15.79	$13,164.14	$497.68	$12,666.46	$2,111.08	$17,196.00	($4,529.54)	
2021-10-30	953	$15.83	$15,624.14	$534.56	$15,089.58	$2,514.93	$18,648.00	($3,558.42)	
2021-11-06	651	$18.35	$12,162.05	$214.35	$11,947.70	$1,991.28	$18,648.00	($6,700.30)	
2021-11-13	658	$14.87	$10,084.13	$300.36	$9,783.77	$1,630.63	$18,648.00	($8,864.23)	
2021-11-20	635	$15.60	$10,380.33	$473.38	$9,906.95	$1,651.16	$18,648.00	($8,741.05)	
2021-11-27	538	$15.72	$9,048.25	$588.85	$8,459.40	$1,409.90	$19,656.00	($11,196.60)	
2021-12-04	704	$14.89	$10,940.85	$460.98	$10,479.87	$1,746.65	$19,656.00	($9,176.13)	
2021-12-11	835	$14.12	$12,203.04	$413.73	$11,789.31	$1,964.89	$19,656.00	($7,866.69)	
2021-12-18	814	$14.59	$12,290.40	$413.73	$11,876.67	$1,979.45	$19,656.00	($7,779.33)	
2021-12-25	437	$14.92	$6,961.91	$444.02	$6,517.89	$1,086.32	$16,845.00	($10,327.11)	
2022-01-01	729	$15.10	$11,399.63	$388.51	$11,011.12	$1,835.19	$23,166.00	($5,833.88)	
2022-01-08	326	$15.66	$5,152.49	$47.26	$5,105.23	$850.87	$15,120.00	($10,014.77)	
FY2022 YTD	10,118	$15.48	162,566	5,948	$156,618.12		$277,131.00	($120,512.88)	
Provided by LA CDD Supervisor Steve Realmuto
from data supplied supplied by Metz Culinary Management

Ashton Tap and Grill

Day of Week Averages
January 2021 - June 2021	

SUN	4,659   $16.76
MON	4,030   $14.05
 Observations	
Sundays are consistently the best day (since entertainment started in March)
   $13,629	$56,632     $2,178	Mondays net revenue are one of the lower (bottom 3) days
TUE		3,793    $13.63      $52,915     $1,229	$51,709	$1,989	Tuesdays have been consistently the worst days by every measure, followed closely by Thursdays
WED	4,128   $14.14	$59,516	$1,230	$58,362	$2,245	Wednesdays are in the middle
THU FRI
$15.59       $57,539     $1,060
$16.27	$70,017	$1,134
Thursdays are consistently the 2nd worst or worst day
Fridays have been the 2nd best day for BOTH guest count & net revenue
SAT	3,966   $17.10	$69,122	$1,320	$67,803	$2,608	Saturdays are a close 3rd to Friday's 2nd best
28,433	$15.40	$459,248	$21,401	$437,947	$2,406	

July 2021 - December, 2021	

SUN	3,234   $15.81	54,868	3,743	51,125
 Observations	
Sundays are still the best day, but difference over Wednesday and Friday is declining
MON	693   $14.29	11,756	1,854	9,902	Closed Mondays starting 8/23/21 (started in September monthly)
TUE	3,408   $12.76	44,620	1,129	43,492	$1,673	Tuesdays have improved significantly
WED	2,759   $17.01	47,952	1,029	46,923	$1,805	Wednesdays are now the 3rd best day
THU FRI SAT
Tuesdays and Thursdays are consistently the worst days. Fridays have declined to the 3rd best day
Saturdays Daily AVG has declined from 3rd best to 2nd worst
 Average Daily Revenue decline of 30.04% from first half of  the  year	

Provided by LA CDD Supervisor Steve Realmuto
from data supplied supplied by Metz Culinary Management

SECTION VI

SECTION A

SECTION 1

1
To:	LA CDD Board of Commissioners From: Trish Safer
Date:	01/02/2022
Re:	Letter of interest regarding vacated commission seat
Below please find the bullet points of my past experience related to CDD communities, finance, budgeting and management abilities:

Director of Finance for a Hotel, Commercial Retail and Home Construction Company which is also a Property Management Company in the Hospitality and Real Estate Sectors. The hotels include restaurants, apartments and retail shops. Several of the communities were CDD communities which were developer controlled for several years.

VP of Finance for a Property Management company managing revenues of $68 million. Relevant duties included:
Coordinating infrastructure of rapidly growing Company
Annual budgeting and monthly, quarterly and annual close with financial statements of 20 entities in multiple locations to meet both mortgage company and investor deadlines.
Monthly meetings with property managers to review their metrics and financial results and to set goals to improve cash flow for the next month or quarter
Managed difficult cash flow during the largest real estate recession of our lifetime
Managed reporting for compliance and new borrowings with multiple lenders and investors within required time periods
Generated, analyzed and presented monthly, quarterly and yearly financial statements to relevant personal, investors and lenders
Produced statistical reports to review with various levels of management designed to improve cash flow and increase income
Headed all financial aspects of due diligence audits for prospective new properties, for vertical acquisitions and for yearend outside auditors
Facilitated settlement of $15 million insurance claim effecting 12 properties

President of HOA of Sunset Condor (no CDD in Community). During this time, we negotiated with the developer a settlement to repair and repaint all buildings and repair and repave all roads.
While I have a plethora of other experiences, I feel the above are the most relevant.
I look forward to hearing from you and if selected, to working to improve the community. Sincerely,
Trish Safer
3754 Litchfield Loop
561-445-6814

2
4331 Gullane Drive Lake Wales, FL Jan 6, 2022

Dear Jillian and CDD Supervisors;

At this time I would like to be considered for the open positon of Supervisor for the Lake Ashton (Lake Wales) CDD.
As a resident of Lake Ashton I’ve been involved in several groups including: 2025 Focus Group (Facilitator), LA LW HOA, (previous Vice President); BOLLA; Trash to Treasure; Ladies Bible Study; Easter Sunrise Service; LAVA Auxiliary; CERT.
As you are aware I attend CDD meetings on a regular basis and I am reasonably up-to-date on issues facing our community. I also ran for CDD Supervisor Seat 1, in the past election in a 3-way candidate race, coming in 2nd.
My work experience, includes over 20 years with PepsiCo, a fortune 50 company. I was a Senior Industry Manager, Global Sweeteners. My role included a wide range of responsibilities. I increased profitability and efficiency by identifying and capitalizing on opportunities to improve processes. I was an organized and productive manager with demonstrated expertise in quality control, supply chain, logistics, operations, food safety, planning, sustainability, supplier management, and best practices. I successfully cultivated supplier and customer relationships at all levels, building strong lines of communication and facilitating proactive exchange of ideas. I was recognized as a top-performing strategist with an ongoing commitment to excellence. I was awarded PepsiCo’s highest recognition, The Chairman’s Award. As a member of an international organization, I chaired a highly influential international committee, and received the organization highest award.
I submit my name with no preconceived ideas or motives other than believing what I’ve been taught which is to give back and help out.
Please advise if you have questions. Thank you for your consideration.

Sincerely,

De b b y La nd g re b e
Deborah (Debby) Landgrebe

3
3016 Dunmore Drive Lake Wales, FL 33859 January 11, 2022

Ms. Jill Burns	VIA EMAIL: jburns@gmscfl.com District Manager
LACDD Board of Supervisors

Dear Ms. Burns:

Please consider this Letter of Interest concerning the vacancy on the LACDD Board of Supervisors. I would consider it a privilege to serve if selected.

My wife and I moved to Lake Ashton at the end of September 2021. We moved here from the San Francisco Bay Area after looking at a number areas of the country. We consider this our home and hope to be valued members of the community.

A bit about myself –

I am the Founder and Managing Partner of Tech-Rx (www.tech-rx.com), a boutique business management consultancy, where I worked with troubled companies with interesting technology and products and helped them to realize their full potential. My areas of practice encompassed business planning, operational strategy, finance and fund raising, securities issuance, legal and regulatory compliance.

Since the mid-90s, I have been turning around companies in diverse industries including telecom, wireless, internet, GPS technology and healthcare, solving problems ranging from simple product-market fit and cash-management issues, up to and including embezzlement and securities fraud. These experiences allow me to see beyond the more-daunting issues and to uncover the hidden value within an organization.

I currently manage special a purpose investment fund - 1517 Fund I Sidecar LP - a participant in a larger fund that includes Peter Thiel among its better-known members and am an active angel investor.

In 1991, I founded LinkUSA, an innovative specialty telecom carrier that became part of Global Crossing in 1995. Before that I was Vice President of Communications Research with Telecom*USA / MCI Communications, responsible for new business planning and product development.
I hold a BS in Electrical Engineering from Illinois Institute of Technology and have been awarded 23 US patents.

Maureen, my wife of 50 years, and I have two delightful, fully-grown, exceptionally bright children, James and Cathie, three grandchildren and two great-grandchildren.

I believe my extensive business experience and strong commitment to Lake Ashton would prove valuable to the LACDD and would appreciate the opportunity to meet with the Board. I really believe that I can bring the expertise and commitment to the LACDD that you are seeking. If you have any concerns or if I have to failed convince you that I am the right person for this position, lets talk before you make your decision.

I look forward to hearing from you. My email is stevehogan@stevehogan.com and my cell is 408-212-1688.

Sincerely,

Steve Hogan

4
Good morning, Jill,

Ann Heaton here. I am interested in being considered for the opening on the LW CDD Board @ Lake Ashton. I was recently one of the participants of the Redesign Group for the Ashton Tap & Grill. Through this experience, I am familiar with the other board members and feel I could work well with them. Also, I would add a "female" perspective to the board.

In addition, my husband & I completely ran & operated a bar & grille in Winter Haven. It was in very rough shape when we took over. Within 3 years we were able to triple the bottom line.
I have owned a specialty shop in WH, that also served gourmet sandwiches, salads, soups, etc. We delivered/catered lunches for businesses in the area.

I am also a Florida Licensed Realtor since the early 90's. With this experience & training, whatever projects I am involved with, I am always considering added value down the line.

As this CDD open position will serve as the liaison for Ashton Tap & Grill, I believe, my background & experience gives me the ability to be a positive & valuable addition to the board. I feel I would be a great support for the Metz Group, and that I have the ability to give them some insight into what the residents of Lake Ashton are looking for.

Please let me know what you need from me further to be considered for this position. Thank you,
Ann Heaton
4069 Dunmore Drive Lake Wales, Fl. 33859 407-758-1472

SECTION VII

SECTION B

SECTION 1

AGREEMENT BETWEEN THE LAKE ASHTON COMMUNITY DEVELOPMENT DISTRICT AND RAYL ENGINEERING & SURVEYING, LLC., FOR PROFESSIONAL ENGINEERING SERVICES

THIS AGREEMENT FOR PROFESSIONAL ENGINEERING SERVICES (the
"Agreement"),  is made  and entered  into  this        day  of  ·	, 2020, by and between the LAKE ASHTON COMMUNITY D VELOPMENT DISTRJ T, a local unit of special-purpose government established pursuant to Chapter 190, Florida Statutes, and located in Polk County, Florida, whose mailing address is 219 E. Livingston Street, Orlando, Florida, 32801 (the "District"), and RAYL ENGINEERING  &  SURVEYING, LLC., a Florida limited liability company, and whose address is 735 East Main Street, Bartow, FL 33830 (the "Engineer'').

WITNESSETH:

WHEREAS, the District is a local unit of special-purpose government established pursuant to the Uniform Community Development District Act of 1980, as codified in Chapter 190, Florida Statutes (the "Act"), by the City of Lake Wales, Florida (the "City''); and

WHEREAS, the District is authorized to plan, finance, construct, install, acquire and/or maintain improvements, facilities and services in conjunction with the development of the lands within the District; and

WHEREAS, pursuant to Sections 190.033 and 287.055, Florida Statutes, the District solicited proposals from qualified firms to provide professional engineering services on a continuing basis; and

WHEREAS, the Engineer submitted a proposal to serve in this capacity; and

WHEREAS, the District's Board of Supervisors (the "Board") ranked the Engineer as the number one most qualified firm to serve as engineer for the District and authorized negotiation of a contract pursuant to Section 287.055, Florida Statutes; and

WHEREAS, the District intends to employ the Engineer to perform engineering, surveying, planning, landscaping, construction administration, environmental management, permitting and financial and economic studies, as defined by separate work authorizations; and

WHEREAS, the Engineer shall serve as the District's professional representative in each service or project to which this Agreement applies and will give consultation and advice to the District during the performance of its services.

NOW, THEREFORE, for and in consideration of the mutual covenants herein contained the acts and deeds to be performed by the parties, and the payments by the District to the Engineer of the sums of money herein specified, it is mutually covenanted

and agreed as follows:

Scope of Services.

The Engineer will provide general engineering services including:

Preparation and presentation of any necessary or desirable reports and applications.

Attendance by Alan Rayl, or such other representative of Engineer approved by the District Manager, at meetings of the District's Board of Supervisors. Failure of Alan Rayl or designated alternative to attend meetings of the Board on a regular basis shall be cause for termination pursuant to Section 17 of this Agreement.

Meeting, negotiating and/or communicating with necessary parties to effectuate the issuance of bonds, production of special reports, feasibility studies or the completion of other tasks, or the coordination and completion of capital improvement or maintenance projects.

Professional administration, consultations and/or opinions concerning capital improvement or maintenance projects or tasks within the District.

Performance of any other duties related to the provision of infrastructure and services as requested by the Board of Supervisors.

In connection with any capital improvement projects of the District, the Engineer shall prepare (or cause to be prepared) or review construction drawings and specifications applicable to the type of work being undertaken. In these instances, the Engineer's duties will also include rendering assistance in the drafting of forms, proposals/bids and contracts, issuance of certificates of construction, completion and payment, assisting with and/or supervising the bidding processes, and any other activity required by the Board.

The Engineer shall, when requested by the Board, provide general services during the construction phase of certain projects including, but not limited to:

Periodic visits to the site or full time construction management services, as directed by the District.

Processing of contractors' pay estimates.

Final inspection and requested certificates for construction including the final certification of construction.

Consultation and advice during construction, including performing all roles and actions required of any construction contract between the District and any contractor(s) in which Engineer is named as District's representative or ;'Engineer".

With respect to the maintenance of District facilities or improvements, the Engineer shall render such services as authorized in writing by the District. The Engineer shall also perform engineering, surveying, planning, landscaping, construction administration, environmental management, permitting and financial and economic studies, as defined and directed by the District and separate work authorizations.

Method of Authorization. Each service or project shall be authorized in writing by the District. The written authorization shall be incorporated in a Work Authorization which shall include the scope of work, compensation, project schedule, and special provisions or conditions specific to the service or project being  authorized.  Authorization of services or projects under this Agreement shall be at the sole option of the District.

Compensation. It is understood and agreed  that the payment of compensation for services under this Agreement shall be stipulated in each Work Authorization, per  the hourly compensation rates outlined in Schedule "A."

Reimbursable Expenses. Reimbursable expenses consist of  actual expenditures, without mark-up or multiplier, made by Engineer, its employees, or its consultants in the interest of the project and include the incidental costs listed as  follows:

Expenses of transportation and living when traveling in connection with a project, for long distance calls and facsimiles, and for fees paid for securing approval of authorities having jurisdiction over the project. All expenditures shall be made in accordance with Chapter 112, Florida Statutes, and with the District's travel policy.

Expense of reproduction, acquisition, postage and handling of drawings and specifications.

Special Consultants. When authorized in writing by the District, additional special consulting services may be utilized by Engineer and paid for on a cost basis without mark-up or multiplier.

Books and Records. Engineer shall maintain comprehensive books and records

relating to any services performed under this Agreement, which shall be retained by the Engineer for a period of at least four (4) years from and after the completion of any services hereunder. The District, or its authorized representative, shall have the right to audit such books and records at all reasonable times upon prior notice to Engineer.

Ownership of Documents.

All rights in and title to all plans, drawings, specifications, ideas, concepts, designs, sketches, models, programs, software, creations, inventions, reports, or other tangible work product originally developed by Engineer pursuant to this Agreement (the "Work Product") shall be and remain the sole and exclusive property of the District when developed and shall be considered work for hire.

The Engineer shall deliver all Work Product to the District upon completion thereof unless it is necessary for Engineer, in the District's sole discretion, to retain possession for a longer period of time. Upon early termination  of Engineers services hereunder, Engineer shall deliver all such Work Product whether	complete	or	not.	The District shall have all rights to use any and all Work Product. Engineer shall  retain copies of the Work Product for its permanent records, provided the Work Product is not used without the District's prior express written consent. Engineer agrees not to recreate any Work Product contemplated by this Agreement, or portions thereof, which if constructed or otherwise materialized, would be reasonably identifiable with the District's project. If said work product is used by the District for any purpose other than that purpose which is intended by this Agreement, the District shall indemnify Engineer from any and all claims and liabilities which may result from such re-use, in the event Engineer does not consent to such use.

The District exclusively retains all manufacturing rights to all materials or designs developed under this Agreement. To the extent the services performed under this Agreement produce or include copyrightable or patentable materials or designs, such materials or designs are work made for hire for the District as the author, creator, or inventor thereof upon creation, and the District shall have all rights therein including, without limitation, the right of reproduction, with respect to such work. Engineer hereby assigns to the District any and all rights Engineer may have including, without limitation, the copyright, with respect to such work. The Engineer acknowledges that the District is the motivating factor for, and for the purpose of copyright or patent, has the right to direct and supervise the preparation of such copyrightable or patentable materials or designs.

Accounting Records. Records of Engineer pertaining to the services provided hereunder shall be kept on a basis of generally accepted accounting principles and shall be available to the District or its authorized representative for observation or audit at mutually agreeable times.

Estimate of Cost. Since Engineer has no control over the cost of labor, materials or equipment or over a contractor's(s') methods of determining prices, or over competitive bidding· or market conditions, his opinions of probable cost provided as a service hereunder are to be made on the basis of his experience and qualifications and represent his best judgment as a design professional familiar with the construction industry, but Engineer cannot and does not guarantee that proposals, bids, or the construction costs will not vary from opinions of probable cost prepared by him or her. If the District wishes greater assurance as to the construction costs, it shall employ an independent cost estimator at its own expense. Services to  modify  approved documents to bring the construction cost within any limitation established by the District will be considered additional services and justify additional fees.

Insurance. Engineer shall, at its own expense, maintain insurance during the performance of its services under this Agreement, with limits of liability not less than the following:

Workers Compensation:

General Liability
Bodily Injury (including contractual): Property Damage (including contractual):

Automobile Liability (if applicable): Bodily Injury
Property Damage

Professional Liability for Errors and Omissions:
Statutory Requirements

$1,000,000/$2,000,000
$1,000,000/$2;000,000

$1,000,000 combined single limit

$1,000,000

Engineer shall provide District with a certificate evidencing compliance with the above terms and coverage and naming the District, its supervisors, staff, agents, officers and employees as additional insureds. Engineer shall provide the District with thirty (30) days' written notice of cancellation or modification of the policy. At no time shall Engineer be without insurance coverage in the above amounts.

Engineer's Employees: Independent Contractor Status of Engineer. All matters pertaining to the employment, supervision, compensation, promotion and discharge of any employees of entities retained by Engineer are the sole responsibility of Engineer. Engineer shall fully comply with all applicable acts and regulations having to do with workman's compensation, social security, unemployment insurance, hours of labor, wages, working conditions and other employer-employee related subjects. The  Engineer agrees that it shall bear the responsibility for verifying the employment status, under the Immigration Reform and Control Act of 1986, of all persons it employs in the performance of this Agreement.

In performing any services hereunder, Engineer shall be an independent contractor and not an employee of the District. It is further acknowledged that nothing herein shall be deemed to create or establish a partnership or joint venture between the District and Engineer. Engineer has no authority to enter into any contracts or agreements, whether oral or written, on behalf of the District

Contingent Fee. The Engineer warrants that it has not employed or retained any company or person, other than a bona fide employee working solely for the Engineer, to solicit or secure this Agreement and that it has not paid or agreed to pay any person, company, corporation, individual, or firm, other than a bona fide employee working solely for the Engineer, any fee, commission, percentage, gift, or other consideration contingent upon or resulting from the award or making of this Agreement.

Audit. The Engineer agrees that the District or any of its duly authorized representatives shall, until the expiration of three years after expenditure of funds under this Agreement, have access to and the right to examine any books, documents, papers, and records of the Engineer involving transactions related to the Agreement.
The Engineer agrees that payment made under the Agreement shall be subject to reduction for amounts charged thereto that are found on the basis of audit '?Xamination not to constitute allowable costs. All required records shall be maintained until an audit is completed and all questions arising therefrom are resolved, or three years after completion of all work under the Agreement.

Indemnification. The Engineer agrees, to the fullest extent permitted by law, to indemnify, defend, and hold the District, its supervisors, officers, agents and employees, harmless of and from any and all liabilities, claims, causes of action, demands, suits, or losses arising from the negligent acts, errors or omissions of the Engineer, Engineer's agents or employees, in the performance of professional services under this Agreement.

The District agrees, to the extent permitted by Section 768.28, Florida Statutes, and other applicable law, to indemnify and hold the Engineer harmless from any damage, liability or cost to the extent caused by the District's own grossly negligent acts, errors or omissions and those of the District's agents or employees arising from the obligations and duties of the District under this Agreement. Engineer acknowledges, agrees and covenants that nothing herein shall constitute or be construed as a waiver of the District's sovereign immunity pursuant to Section 768.28, Florida Statutes.

Public Records. The Engineer shall allow access to all books, documents, records, papers, correspondence, or other materials subject to the provisions of Chapter 119, Florida Statutes, and made or received by the District in conjunction with this Agreement. Engineer agrees to promptly comply with any order of a court having competent jurisdiction which determines that ·records maintained by Engineer are "public records" which must be available to the public. Engineer agrees and acknowledges that any and all such books, documents, records, papers, correspondence or other information may also be subject to inspection and copying by members of the public pursuant to Chapter 119, Florida Statutes.

Compliance with All Laws. Regulations. Rules and Policies.

At all times, Engineer is expected to operate in accordance with all applicable statutes, regulations, ordinances and orders.

Engineer hereby covenants and agrees to comply with all the rules, ordinances and regulations of governmental authorities wherein the District's facilities are located, as said rules, etc. may specifically relate to Engineer or it's services provided hereunder, at Engineer's sole cost and expense, and Engineer will take such action as may be necessary to comply with any and all notices, orders or other requirements affecting the services described herein as may be issued by any governmental agency having jurisdiction over Engineer, unless specifically instructed by the District that it intends to contest such orders or requirements and that Engineer shall not comply with the same. Engineer shall provide immediate notice to the District of any such orders or requirements upon receipt of same.

The District is a local unit of special purpose government created in accordance with the Uniform Community Development District Act of 1980, Chapter 190, Florida Statutes. Engineer agrees to comply with all applicable requirements of the "Sunshine Law," the "Public Records Law," the Community Development Districts Law, and all other statutes and regulations applicable to Engineer.

Controlling Law and Jurisdiction. Engineer and the District agree that this Agreement shall be controlled and governed by the laws of the State of Florida. Any litigation arising under this Agreement shall be venued in the Circuit Court of Polk County, Florida. THE PARTIES HEREBY WAIVE TRIAL BY JURY AND AGREE TO SUBMIT TO THE PERSONAL JURISDICTION AND VENUE OF A COURT IN POLK COUNTY, FLORIDA.

Assignment. Neither the District nor the Engineer shall assign, sublet, or transfer any rights under or interest in this Agreement without the express written consent of the other. Nothing in this paragraph shall prevent the Engineer from employing such independent professional associates and consultants as Engineer deems appropriate, pursuant to Article 5 herein.

Termination. The District or the Engineer may terminate this Agreement without cause upon sixty (30) days' prior written notice. At such time as Engineer receives notification of the intent of the District to terminate the contract, Engineer shall not perform any further services unless directed to do so by the Board of Supervisors. In the event of any termination without cause, Engineer will be paid for services rendered to the date of termination and all reimbursable expenses incurred to the date  of termination.

The District may terminate this Agreement with cause upon written notice to Engineer. In the event of any termination for cause, Engineer shall not perform any further services for the District after Engineer's receipt of notification of termination for cause, but Engineer shall be paid for services rendered to the date of termination and all reimbursable expenses incurred to the date of termination.

No Waiver. No failure by either party to insist upon the strict performance of any covenant, duty, agreement or condition of this Agreement or to exercise any right or remedy upon a breach thereof shall constitute a waiver of any such breach or of such or any other covenant, agreement, term or condition. Any party hereto, by written notice executed by such party, may, but shall be under no obligation to, waive any of its rights or any conditions to its obligations hereunder, or any duty, obligation, or covenant of any other party hereto. No waiver shall affect or alter this Agreement, but each and every covenant, agreement, term and condition of this Agreement shall continue in full force and effect with respect to any other then-existing or subsequent breach thereof.

No Modification. No modification, waiver, amendment, discharge or change of this Agreement shall be valid unless the same is in writing and signed by the parties against which such enforcement is or may be sought. This instrument contains the entire agreement made between the parties and may not be modified orally or in any manner other than by an agreement in writing signed by all parties hereto or their respective successors in interest.

Recovery of Attorneys' Fees and Costs. If either party hereto institutes an action or proceeding for a declaration of the rights of the parties the Agreement, for injunctive relief, for an alleged breach or default of, or any other action arising out of, the Agreement, or in the event any party hereto is in default of its obligations pursuant hereto, whether or not suit is filed or prosecuted to final judgment, the non-defaulting or prevailing party shall be entitled to its actual attorneys' fees and to any court costs and expenses incurred, in addition to any other damages or relief awarded.
Counterparts. This Agreement may be executed in any number of counterparts with the same effect as if all parties had signed the same document. All fully executed counterparts shall be construed together and shall constitute one and the same agreement.

Acceptance. Acceptance of this Agreement is indicated by the signature of the authorized representative of the District and the Engineer in the spaces provided below.

[S/GNATURES OF FOLLOWING PAGE]

SIGNATURE PAGE TO
AGREEMENT BETWEEN THE LAKE ASHTON COMMUNITY DEVELOPMENT DISTRICT AND RAYL ENGINEERING & SURVEYING, LLC., FOR PROFESSIONAL ENGINEERING SERVICES

IN WITNESS WHEREOF, the parties hereto have caused this Agreement to be executed the day and year first above written.

ATTEST:
LAKE ASHTON COMMUNITY DEVELOPMENT DISTRICT
a lorida community development district

 	By:	
C	irrnan,BoardoSuervisors

RAYL ENGINEERIN	SURVEYING, LLC.,
a Florid	·	1	company

Title:	OW tJEJ2.-.:

Attached:

Exhibit A - Fee Schedule

EXHIBIT A

FEE SCHEDULE

[ ATTACHED BELOW]

Hourly Rate Schedule
RaUls are effective through 2020 and are subject to increase annually.

Sr. Professional/Principal.,,.,....,,,,,......,	$180.00/hour

GraduaUl Engineer/E, I,,.,,.,....,..,,....,,,..,,	$125.00/hour

TechnlcaSl  upport /CADD.,,. .,... .. .... ..... ..... ... .,.. ,.. ,,,,.,,,.... , 	$95.00/hour

Survey Crew (2 or :3 man) . ... . .. ... ... ... ............ . .. .. , , .. . . . ..... ..,,	$ 2 20.00/hour

Survey Crew (1 man) .......,..,........,.............,...,..,,,......,	$ 200.00/hour

Clerlcal/Administrative Assistant....... ....,., .. ...,.. ,.,.,.,..,....,..$65.00/hour Expert Witness Testlmony/Research/ Support Services	$ 425.00/hour

735 Eaet Main Street• 5art;ow, FL 33830 • 863-537-7901 • alan@rayle .c;om www.raylen0lneerln9.c;om

SECTION C
Community Director Report

Lake Ashton Community Development District

Submitted by: Christine Wells – Community Director Meeting Date: January 24, 2022
Events and Activities
The 2022 Entertainment Series began on January 14. We have taken steps to ensure the shows are as safe as possible for residents attending.
Although not required, we are strongly recommending masks to be worn when attending the shows. A safety station with masks, gloves, and hand sanitizer will be set up at the Ballroom entrance for each show. All Staff and Entertainment Series Volunteers will be wearing masks while welcoming residents to the shows and checking tickets.
Chairs will be sanitized with disinfecting spray before each showtime.
The REME HALO air purification system that is installed in each air conditioning unit (4 total in the Ballroom) will be running throughout the night. The air purification system kills up to 99% of bacteria, mold, and viruses, reduces sneeze germs by 99% in the time a sneeze can reach three feet, and kills 99% of viruses on surfaces. With that being said it is recommended that residents bring a sweater or jacket because it may get cool in the Ballroom.
We are also encouraging all residents who are sick to stay home.
February 13 is Super Bowl Sunday and we are hosting a Super Bowl party in the Clubhouse Ballroom. It will feature classic Super Bowl food from Ashton Tap and Grill, indoor yard games, and of course the game on the big screen! The advertisement to the right will be included in the February LA Times. Tickets are $25 each and include a beer, wine or non-alcoholic drink.
The following additional activities and classes are planned for the upcoming:
January 19: National Popcorn Day - Free Popcorn
January 19: 21st Birthday Block Party
January 19: Monthly Market
January 20: Entertainment Series: Bradd Marquis Presents Sam Cooke
January 22: 21st Birthday Party Extravaganza
January 26: UF IFAS Presentation
January 27: Ultimate Golf Cart Challenge
February 4: Entertainment Series: Jayne Curry
February 11: Entertainment Series: The HillBenders Present WhoGrass
February 13: Super Bowl Party
February 18 and 22: Caring for the Caregivers
February 23: Lake Ashton Leadership Information Session
February 25: Featured Show: Dueling Pianos
March 3: 2020 Entertainment Series Show (rescheduled): The Doo Wop Reunion
April 1: 2020 Entertainment Series Show (rescheduled): Celebrate

Red Rooster Produce & Baxter Quality Meats are in the Clubhouse West Parking Lot Wednesdays 1 to 3 pm (1st, 2nd, 4th Wednesdays) 10 am to 2 pm (3rd Wednesday during the Monthly Market)
The Lake Wales Library Bookmobile is in the Clubhouse west parking lot on January 26, 9:30 am to 4:30 pm (closed for lunch 12:30 to 1:15 pm)
Bus Trips Scheduled:
February 18: Broadway Across America, March 10-11: Jungle Queen, April 12: Starlight Majesty Cruise and Sugar Sand Festival, May 17: Gadabout Tour
Ashton Tap and Grill:
The advertisement to the right was included in the January edition of the LA Times showcasing entertainment at the Restaurant for the month of January.
Ashton Tap and Grill’s new General Manager, Edward Pagano, started on Wednesday, January 12. He has a strong culinary and hospitality background and has many ideas already. We have met to go over resident and non- resident catering events that are booked and have talked about the current status and future opportunities. Mr. Pagano is in the process of working on a new menu with the Executive Chef and other Metz support staff.
Many residents have sought me out to give positive feedback on the food and service at the Restaurant. They
are enjoying the new homemade chips and specials being offered.
A limited menu started on January 9 and is still being used to help with staffing shortages.
Ashton Tap and Grill will be offering a Prime Rib dinner option for nights there is an Entertainment Series Show. They are also setting up a cash bar in the Ballroom from 4:30- 8:15 pm.
Newsletter:
The January Lake Ashton community newsletter was sent out via email blast along with the monthly calendar of events on December 30.
This issue featured a cover with a picture of the HFC and a note
promoting Lake Ashton’s 21st Birthday celebration and the back cover was used to promote the 2022 Featured Shows. The February newsletter will be distributed on Tuesday, February 1.

Focus 2025 Update:
Staff promoted the additional golf cart parking at the Basketball Court during the first Entertainment Series Show on January 14. Approximately 15 golf carts utilized that area for parking throughout the night. Staff would like to recommend using this signage during high traffic events throughout this fiscal year to gain additional statistics on usage by residents. If usage continues then we would recommend this as a FY 23 project. Staff will be purchasing a couple of work lights on stands for additional lighting in this area.
Staff is continuing to review the Focus 2025 survey data and will be presenting a list of potential projects for FY 23 at an upcoming Board of Supervisors meeting.
Follow-Up From Previous Board Meeting:

The new TV has been installed in the Restaurant Dining Room.
The installed sod at the Pet Play Park has helped with the exposed dirt areas. Staff also installed pots of sand for residents to fill in areas where their dog may dig. Sand was recommended by
Yellowstone to help with regrowth after digging.

Project Name	
Budget	
Final Cost	Board of Supervisor
Approval	Scheduled Start Time	Scheduled Completion	
Current Status	Status Updated	

Clubhouse Projects								

Installation of Replacement Pool Lift	

NTE $5,000	

$3,874.00	

10/18/2021	

12/8/2021		Installation commenced on December 8. The current pool lift was relocated to the southwest side of the pool so an operable lift is in place during installation. Once installation is complete this pool lift will be moved to the Spa. Upon installation staff noticed a missing part. The company sent a replacement part but it was the wrong part. Staff is still working with the company to get the replacement part delivered.	

1/17/2022	

Restaurant Redesign Project	

NTE $8,000		

10/18/2021			Includes removal of the chandeliers, painting the walls and
baseboards, installation of bar and side lighting, and recovering the acoustic panels. Still waiting for painting to commence. Bock and Hoeft has said it most likely will go into February before the project can get started.	

1/17/2022	

Handicap Door Opener	

NTE $1,200		

7/19/2021			Installation has been delayed and will now take place before the
end of the month. Contractor was delayed so it was not able to be installed by 10/31/21. I was informed it would be installed the week of 12/13/21. The door opener has been installed, the electric has been run to the opener and staff is waiting for the contractor to
install the push buttons.	

1/17/2022	
Pressure Wash and Paint Thompson Nursery Road Caps	
$7,895.00		
9/20/2021	
1/15/2022		Bock and Hoeft has said it most likely will go into February before the project can get started.	
1/17/2022	
Horseshoe Pit Refurbishment	NTE $750		8/16/2021			The courts are nearing completion. The last item to complete is the
backboards for the pits.	12/13/2021	

LAVA Wall of Honor	
$0.00		
12/21/2020			A portion of the LAVA Wall of Honor has been installed in the
Clubhouse Foyer. Staff is waiting on the framed list of names then all 3 pieces will be installed.	
2/1/2021	
Restaurant								

Replacement of Restaurant Patio Awning	

$7,999.00		

11/15/2021			Working with the contractor to obtain a revised quote. When the
installers came to conduct a more in depth review of the structure they noticed some deficiencies that will require additional materials. A revised quote will be presented at an upcoming meeting for Supervisors to consider.	

12/13/2021	
Replace 2-door reach-in	NTE $3500		12/20/2021			Reach-in has been ordered.	1/17/2022	

Project Name	
Budget	
Final Cost	Board of Supervisor
Approval	Scheduled Start Time	Scheduled Completion	
Current Status	Status Updated	
Pavement Management/Stormwater Management								

Paver Pathway on Lake Ashton Blvd						The contractor hired for this project, Supervisor Howison, the
Operations Manager, and District Engineer met on Monday, January 10 to evaluate the cause behind the pavers settling in this area. It was determined to hire a leak detection company to see if an additional leak was the cause. The leak detection company did not find a leak and attributed the dipping pavers to poor compaction. Staff will be working with the contractors involved to correct any issues found.	

1/17/2022	

SWFWMD Certification Repairs						Bids have been requested. District Engineer is working on getting quotes to include all of the requested areas included on one quote	
10/11/2021	

Cooking Oil Spill in the East Parking Lot						Staff has made contact with the insurance provider for the District.
Follow-up with the insurance company was made on 9/10/21. Additional communication is being had between the insurance company and the cooking oil company.	
11/8/2021	
Completed Projects								

Purchase of Golf Cart	

$13.000 + EPA	

$13,013.00	

11/15/2021		

Completed on December 16	The golf cart has been received and staff contacted Performance Plus to remove one of the previous carts that was on the preventative maintenance plan. Currently we have one golf cart on the preventative maintenance plan and the monthly price is
$172.50. Staff will be contacting Arts Golf Cars to scehdule switching over the led light from the old golf cart to the new one.	

1/17/2022	

Sod Installation at Clubhouse Pet Play Park				

12/7/2021	Completed on December 23

Will be reevaluating in March 2022	
The Pet Play Park was reopened on December 23. Yellowstone recommended reevaluating in March and laying additional sod, as needed, and spreading grass seed. The Pet Play Park will need to be closed for approximately 2 weeks when this happens.	

1/17/2022	

Replace Broken TV	
NTE $1000	
$912.00	
12/20/2021		
Completed on 12/27/21	75 inch tv was installed on the northwest wall and the tv that was
there was moved to the southwest wall. Staff had to purchase a bracket extension for $50 for the TV that was moved from the southwest wall to the nothwest wall	
1/17/2022	
Depression on Turnberry					Completed on
1/6/22		1/17/2022	

Project Name	
Budget	
Final Cost	Board of Supervisor
Approval	Scheduled Start Time	Scheduled Completion	
Current Status	Status Updated	
Projects on Hold								

Applying Sealant to the East Golf Course Bridges						Staff is gathering pricing for the recommended sealant and cost of
labor to apply. The materials cost is approximately $3,800. Staff has received a quote from GMS for workers to pressure wash and seal the golf course bridges. This will be will be included in the full bridge maintenance proposal.	

10/11/2021	

Repair to Bridge by the Putting Green						Staff have installed 3 boards on the bridge that runs along the putting green. Staff will be replacing 7 additional boards once it is determined which 7 boards are in most need of replacement. This is pending a walk through with the Engineer.	
11/8/2021	

Ice Machine Bin Replacement	
$1,497.60		
12/21/2020			Metz informed staff that the ordering and installation of the ice bin
machine bin has been put on hold and will be completed at a later date	
8/9/2021	

Palm Tree Replacement on Blvd	
$1,077.93		
9/21/2020			A Roebelenii Palm was approved as the replacement for the
Medjool palm that was struck by lightning. Replacement is on hold until the refurbishment plan is presented.	
1/4/2021	

SECTION D

Lake Ashton Community Development District
Operations Manager Report
DATE:	January 24, 2022

FROM:	Matthew Fisher
Operations Manager

RE:	Lake Ashton CDD Monthly Managers Report – January 24, 2022

The following is a summary of activities related to the field operations of the Lake Ashton Community Development District:

Aquatic Maintenance

Staff met with Applied Aquatic’s site manager. Minimal algae observed during the site visit in the CDD ponds.

Applied Aquatic’s subcontractor Eco Tech removed invasive growth in the wetland area near the 4th tee on the east course. This will be continually maintained on a quarterly basis by Eco Tech.

1
Eco Tech began removal of vegetation outlined in the picture below. This area is near the 6th tee on the east course. This is a onetime removal and Yellowstone will maintain after.

Attached below are the treatments completed by Applied Aquatic’s on December 7th – December 27th.

Facility Maintenance and Field Services Updates

Fallen off pool tiles have been installed back.

Kings III replaced a bad sim card in the phone at the on the pool deck.
Staff completed painting the listed stop bar locations.

Apollo Glass replaced a broken window in the Game Room. Staff is locating a vendor to apply new tint to the window.

Kincaid repaired the wiring to the landscaping up-lights at the entrance to Lake Ashton. Staff installed the new television in the Restaurant dining room.
Precision Lock and Safe rekeyed Bowling Alley doors.

SECTION 1
S I G N	A T U	R E	Lightin g Contract
LIGtHIHG     &  ELECTAICAL
TA>.l r A • L AK EL,\ NO • O DESSA • l' LAC I DA
Corp,:,nt.:(lllk c-: 2690 SConfi«- Rd Ld-c-1:m:I. ltL 33S<L'
www .S ig n.atu.r cL£ .co m
1'""66-S LIGHTS(S4U 87)

 		P.0.No.	I
A    !UooRe  <-=«I

Oesa.,uon	°"	Ra1e	T<>181	
..,... Rq, b«tn.-ntof Dam,gcdSid.""'lllk Ligltiu.• •
( 21) In-lite IIYVE 22 RVW Wann Whik' 22nm• l"fj"C 111d: 1d.	n,.."Y,' catil  wm\'! IQlh ti v.=d :,.ni,;a,g-..d.
Ncitec: Whilc(ln iiiic, WnH•lfandTooydkl llOO'IC' t ffl'llbl\!llhoot111go  n  Che:lido:v.  D:
ligh tl.  They d."1ennin -d llut thc-tt- WJ<I ll(IQ:tC!r1a f :i urgc ll:lll(lnof dk'c.&hl e WJ.'I
bum!and 21of t h: m,rk"li&ht:iue <•ut.		2.563.47	2.563.47	
l"rk-<o m:  h .:I C':1a ll :111pp l >':.1	11:sbof n  ,wy kl imbll lhc-;d,c,vea.xording10 fie pl:ulJlf'(l\'l d.-d w11h1h:l!':l!imalo.: Ad•,.Uli!of !,O¾ I$ dm a l flC' 11igningo f ihc ;agf«'ffl."'flt:m.l th:babn  d \i.: ,iron th:-N qi lcitooo f tie proj.xt.A4¾ ( v.ill b,:,;wiled ifpa.ymc'ffl i h ya ,: d it nnl . U(l'ln o:c,:,llkinofdriConer.,,,.-i ,d i l"rod n:1 h."firn llh;1IIb: d-,:,in,.-d il>."«'J'lcd by pi, rd u".I« . v.i1h.:11n fie ri!,¾11o f rrj OX'riooor fC"\'()e-.riioo. Ca.n.	lliltioo u f
a,nlnct by Jllltdl :a.,ietw ill f'C':IU!t in for lt i tutt (1fall d."t'Ullitltu id. In !hee,,•('ffl fl:t.1 flt l\ 1f\:'h:J.itf llh;i1. 1dtfault in1h<"pil "nlC'tll t:Tmelo f fl j,iC'()flll'ilct, l"uf\.-11=a.gt\. ttut Sig, :uutt Ugl ring& El« u n l. iti ttpmlC'fflati\'1.'ll.a.nd .u ig, :<, may ttpUI th,:lis}lting:!)':Item3.00a ll "lt.Cld :.u ed OUIC'fi:.ll. v.ith: rntb eins li:ihlt for 1rc,r,,.:i:1,C'()n\'l!T:lioou r d :a.nuse. lf fl e projC'C1i·.-1dd;i.)'C'(I by purch:t..<IC'f.wnen..":klr.1« uiy =noutiide Oleco nt-rol o f
Sig, :a.t.1 tt . li1l1p 01ymcm w ill b ew mc d ue. l' ln. '!e nukc e-hed:;,i pil k- tiSig,;1111tt u g ui ns& Eh·uk:t.l.				
r b.-lcSign. OJ.to:& Rc mm v.i1h iJIIJll"U'' J.I	Total	S2.StuA7			
Estimate

Oa,e	
	
1212712-021	M13251S	

LAKE ASIITON
4141 ASIITON CLUB DRIVE LAKE WALES, FL	33859

-

SECTION VIII

S ECTION A
COMBINED BALANCE SHEET
November 30, 2021

	 	Major Funds	
Debt	Capital
 	General	 	Service		 	Reserve		Total Governmental
 	Funds							
ASSETS:
Cash-Wells Fargo	
$399,485	---	$2,091	
$401,576						
Assessments Receivable	$1,085,400	$271,226	---	$1,356,626						
Accounts Receivable	$917	---	---	$917						
Due from Other Funds	$36,391	$46,985	$150,000	$233,375						
Investment - State Board	$1	---	---	$1						
Investment - State Board Capital Reserve Investments:
Series 2015
Reserve A	---	---	$209,751

---	$214,125	---	$209,751

$214,125						
Prepayment A-1	---	$17,388	---	$17,388						
Prepayment A-2	---	$4,822	---	$4,822						
TOTAL ASSETS	 	$1,522,193 		$554,545		$361,842		$2,438,580	

LIABILITIES:
Accounts Payable		

$108,763	

---	

$13,013	

$121,776			
Due to Other Funds		$196,985	---	$36,391	$233,375			
Deposits-Room Rentals		 	$5,225 	 	--- 	 	--- 	 	$5,225 			
	TOTAL LIABILITIES	 	$310,972 	 	$0 	 	$49,404 	 	$360,376 			

FUND BALANCES:
Restricted:
Debt Service	---	$554,545	---	$554,545 Assigned:
Capital Reserve		---	---	$312,438	$312,438	
Assigned		$118,295	---	---	$118,295	
Unassigned		 	$1,092,926 	 	--- 	 	--- 	 	$1,092,926 	
	TOTAL FUND BALANCES	 	$1,211,221 	 	$554,545 	 	$312,438 	 	$2,078,205 	
TOTAL LIABILITIES & FUND BALANCES	 	$1,522,193 	$554,545	$361,842	$2,438,580		

S ECTION 8
CAPITAL PROJECTS RESERVE FUND
Statement of Revenues, Expenditures, and Changes in Fund Balance For the Period Ended November 30, 2021

 DESCRIPTION	

REVENUES:		ADOPTED
      BUDGET			PRORATED BUDGET
     THRU 11/30/21			ACTUAL
      THRU 11/30/21			
     VARIANCE 	
Interest Income		$1,000		$167		$42		($125)	
Capital Reserve-Transfer In FY 22		$349,813		$58,302		$0		($58,302)	
TOTAL REVENUES		 	$350,813 		 	$58,469 		 	$42 		 	($58,427) 	
EXPENDITURES:									
Capital Projects:
Golf Course Reserves		
$25,000		
$4,167		
$0		
$4,167	
Exercise Equipment - Cardio		$10,000		$1,667		$0		$1,667	
Security Golf Carts		$7,650		$7,650		$13,013		($5,363)	
Enclose Activities Desk		$26,000		$4,333		$0		$4,333	
Lake Ashton Blvd. Landscape Refurbishment		$28,250		$4,708		$0		$4,708	
Pavement Management		$90,000		$15,000		$4,263		$10,738	
Replace Restaurant Awning		$38,250		$6,375		$0		$6,375	
Restaurant Dining Room Redesign		$10,000		$1,667		$0		$1,667	
Restaurant Kitchen Redesign		$10,000		$1,667		$0		$1,667	
Restaurant Equipment		$15,000		$2,500		$0		$2,500	
Stormwater Management		$25,000		$4,167		$0		$4,167	
HVAC		$25,000		$4,167		$0		$4,167	
Other Current Charges		$650		$108		$94		$14	
TOTAL EXPENDITURES	 	$310,800 		 	$58,175 		 	$17,370 		 	$40,805 			
Excess (deficiency) of revenues
over (under) expenditures	 	$40,013 		
 	$294 		
 	($17,328) 		
 	($17,622) 			
OTHER FINANCING SOURCES/(USES)									
Interfund Transfer In/(Out)-Restaurant (FY21)	$0		$0		($8,193)		($8,193)		
Interfund Transfer In/(Out)-Restaurant (FY22)	($110,356)		($18,393)		($32,231)		($13,839)		
TOTAL OTHER FINANCING SOURCES/(USES)	 	($110,356) 		 	($18,393) 		 	($40,424) 		 	($22,031) 		
Net change in fund balance	($70,343)		($18,099)		($57,752)		($39,653)		
FUND BALANCE - Beginning	$406,391				$370,190				
FUND BALANCE - Ending	 	$336,048 				$312,438				

SECTION C
 DESCRIPTION	

REVENUES:	ADOPTED
 	BUDGET			PRORATED BUDGET
     THRU 11/30/21 		ACTUAL
     THRU 11/30/21 		 	VARIANCE		
Special Assessments - Levy (1)	$1,789,053		$1,335,842		$1,335,842		$0	
Rental Income	$40,000		$6,667		$1,400		($5,267)	
Special Events Revenue	$130,000		$111,595		$111,595		$0	
Newsletter Ad Revenue	$80,000		$13,333		$23,756		$10,423	
Interest Income	$1,000		$167		$1		($165)	
Retail Sales-Restaurant (2)	$865,535		$144,256		$91,236		($53,019)	
Catering Sales-Restaurant (2)	$118,400		$19,733		$12,561		($7,172)	
Miscellaneous Income	$5,000		$833		$2,233		$1,399	
TOTAL REVENUES	 	$3,028,988 		 	$1,632,426 		 	$1,578,624 		 	($53,801) 	
EXPENDITURES:								
ADMINISTRATIVE:
Supervisor Fees	
$4,000		
$667		
$675		
($8)	
FICA Expense	$306		$51		$52		($1)	
Engineering	$60,000		$10,000		$4,841		$5,159	
Arbitrage	$600		$100		$0		$100	
Dissemination	$1,000		$167		$167		$0	
Dissemination-Amort Schedules	$0		$0		$350		($350)	
Attorney	$30,000		$5,000		$6,255		($1,255)	
Annual Audit	$3,750		$625		$0		$625	
Trustee Fees	$4,310		$718		$0		$718	
Management Fees	$60,236		$10,039		$10,039		$0	
Computer Time	$1,000		$167		$167		$0	
Postage	$2,500		$417		$392		$25	
Printing & Binding	$1,000		$167		$30		$137	
Newsletter Printing	$35,000		$5,833		$7,938		($2,105)	
Rentals & Leases	$5,500		$917		$163		$754	
Insurance	$48,639		$48,639		$50,686		($2,047)	
Legal Advertising	$1,500		$250		$0		$250	
Other Current Charges	$1,250		$208		$389		($180)	
Property Taxes	$13,500		$2,250		$0		$2,250	
Office Supplies	$125		$21		$5		$16	
Dues, Licenses & Subscriptions	$175		$175		$175		$0	
TOTAL ADMINISTRATIVE	 	$274,391 		 	$86,410 		 	$82,322 		 	$4,089 	
 DESCRIPTION		ADOPTED
 	BUDGET		PRORATED BUDGET
     THRU 11/30/21 	ACTUAL
     THRU 11/30/21 	 	VARIANCE					
Field:
Field Management Services	$362,786	$60,464	$60,685	($221)				
Gate/Patrol/Pool Officers	$260,614	$43,436	$36,703	$6,733				
Pest Control	$4,690	$782	$755	$27				
Security/Fire Alarm/Gate Repairs	$7,500	$1,250	$940	$310				
Telephone/Internet	$13,600	$2,267	$2,183	$83				
Electric	$216,000	$36,000	$34,588	$1,412				
Water	$20,000	$3,333	$2,056	$1,277				
Gas-Pool	$20,500	$3,417	$6,053	($2,636)				
Gas-Restaurant	$15,000	$2,500	$3,862	($1,362)				
Refuse	$14,000	$2,333	$2,489	($155)				
Repairs & Maintenance-Clubhouse	$57,600	$9,600	$10,960	($1,360)				
Repairs & Maintenance-Fitness Center	$3,000	$500	$0	$500				
Repairs & Maintenance-Restaurant	$17,400	$2,900	$4,278	($1,378)				
Repairs & Maintenance-Bowling Lanes	$17,000	$2,833	$0	$2,833				
Furniture, Fixtures,Equipment	$15,000	$2,500	$0	$2,500				
Repairs & Maintenance-Cart path & Bridges	$7,000	$1,167	$0	$1,167				
Repairs & Maintenance-Golf Cart	$5,400	$900	$3,740	($2,840)				
Repairs & Maintenance-Pool	$20,000	$3,333	$2,311	$1,022				
Landscape Maintenance	$194,514	$32,419	$30,883	$1,536				
Plant Replacement	$7,000	$1,167	$0	$1,167				
Irrigation Repairs	$3,500	$583	$649	($65)				
Lake Maintenance	$46,740	$7,790	$7,790	$0				
Wetland Mitigation and Maintenance	$34,800	$5,800	$0	$5,800				
Permits/Inspections	$1,500	$250	$0	$250				
Office Supplies/Printing/Binding	$6,000	$1,000	$426	$574				
Operating Supplies	$23,000	$3,833	$5,214	($1,381)				
Credit Card Processing Fees	$4,000	$667	$1,755	($1,088)				
Dues & Subscriptions	$9,000	$1,500	$315	$1,185				
Decorations	$2,000	$333	$0	$333				
Special Events	$130,000	$21,667	$23,267	($1,600)				
Restaurant Expenditures (2)	$1,094,291	$182,382	$136,029	$46,353				
TOTAL FIELD	 	$2,633,435 		 	$438,906 		 	$377,930 		 	$60,975 		
TOTAL EXPENDITURES	 	$2,907,826 		 	$525,316 		 	$460,252 		 	$65,064 		
Excess (deficiency) of revenues
over (under) expenditures	 	$121,162 		 	$1,107,110 		 	$1,118,372 		 	$11,263 		
OTHER FINANCING SOURCES/(USES)								
Capital Reserve-Transfer Out	($349,813)		($58,302)		$0		$58,302	
Capital Reserve-Transfer In (Restaurant) (FY21)	$0		$0		$8,193		$8,193	
Capital Reserve-Transfer In (Restaurant) (FY22)	$110,356		$18,393		$32,231		$13,839	
TOTAL OTHER FINANCING SOURCES/(USES)	 	($239,457) 		 	($39,910) 		 	$40,424 		 	$80,334 	
Net change in fund balance	($118,295)		$1,067,200		$1,158,796		$91,596	
FUND BALANCE - Beginning	$118,295				$52,425			
FUND BALANCE - Ending	 	$0 				$1,211,221			

(1) Assessments are shown net of Discounts and Collection Fees.
(2) See page 4 for breakdown of restaurant revenues and expenses.
LAKE ASHTON CDD
RESTAURANT OPERATIONS - FY 2022

PURCHASES:

DRY GROCERY BAKERY  DAIRY PRODUCE
GROCERY-REFRIGERATED/FROZEN MEAT-PORK/BEEF
POULTRY SEAFOOD BEVERAGES MISC. COST TOTAL
OTHER OPERATING EXPENSES
TELEPHONE/UTILITIES MENUS
LAUNDRY  OFFICE SUPPLIES UNIFORMS
EQUIPMENT/SUPPLIES JANITORIAL/HAZARDOUS DISPOSABLES
REPAIRS
AUTO EXPENSE SERVICE CONTRACTS CONTRIBUTIONS TRAVEL AND LODGING EQUIPMENT RENTAL
EMPLOYEE RECRUITMENT MISC. EXPENSE
POSTAGE DUES/SUBSCRIPTIONS CREDIT CARD FEES OVER/SHORT REFUSE/PEST CONTROL
MARKETING/ADVERTISING TECHNOLOGY EXPENSE LICENSES
TOTAL
LABOR:

MANAGEMENT PAYROLL & BENEFITS BASE PAYROLL (HOURLY)
BASE TAXES/FRINGES CONTRACT LABOR (OTHER) TOTAL

FEES, INVESTMENTS & ADJUSTMENTS
MANAGEMENT/ADMINISTRATIVE COSTS SERVICE CONTRACT
GENERAL LIABILITY INSURANCE DEPRECIATION/AMORTIZATION TOTAL

SALES CREDIT

RETAIL SALES CATERING-INSIDE CATERING-OUTSIDE
OTHER CATERING SALES CONTRIBUTION (METZ) TOTAL

EXCESS REVENUES (EXPENDITURES)

Page 4
LAKE ASHTON
RESTAURANT OPERATIONS THRU AUGUST 2021 SERIES 2015
DEBT SERVICE FUND
Statement of Revenues, Expenditures, and Changes in Fund Balance For the Period Ended November 30, 2021

 DESCRIPTION	

REVENUES:		ADOPTED
 	BUDGET			PRORATED
 	THRU 11/30/21			ACTUAL
 	THRU 11/30/21			    VARIANCE 	
Interest Income		$500		$83		$3		($80)	
Assessments - Levy		$435,837		$317,315		$317,315		$0	
TOTAL REVENUES		 	$436,337 		 	$317,398 		 	$317,318 		 	($80) 	
EXPENDITURES:									
Series 2015A-1
Interest - 11/01		
$81,625		
$0		
$80,375		
($80,375)	
Interest - 5/01		$81,625		$0		$0		$0	
Principal - 5/01		$230,000		$0		$0		$0	
Special Call - 11/01		$0		$0		$60,000		($60,000)	
Series 2015A-2
Interest - 11/01		
$12,250		
$0		
$12,125		
($12,125)	
Interest - 5/01		$12,250		$0		$0		$0	
Principal - 5/01		$20,000		$0		$0		$0	
Special Call - 11/01		$0		$0		$10,000		($10,000)	
TOTAL EXPENDITURES	 	$437,750 		 	$0 		 	$162,500 		 	($162,500) 			
Excess (deficiency) of revenues
over (under) expenditures	 	($1,413) 		
 	$317,398 		
 	$154,818 		
 	($162,580) 			
Net change in fund balance	($1,413)		$317,398		$154,818		($162,580)		
FUND BALANCE - Beginning	$156,320				$399,727				
FUND BALANCE - Ending	 	$154,908 				$554,545				
LAKE ASHTON
RESTAURANT OPERATIONS THRU AUGUST 2021
Long Term Debt Report FY 2022

Series 2015-1, Special Assessment Bonds			
Interest Rate:	5.000%		
Maturity Date:	5/1/25	$715,000.00	
Interest Rate:	5.000%		
Maturity Date:	5/1/32	$2,500,000.00	
Reserve Requirement:	50% Maximum Annual Debt Service		
Bonds outstanding - 9/30/2021		$3,215,000.00	
	November 1, 2021 (Special Call)	($60,000.00)	
Current Bonds Outstanding		$3,155,000.00	

Series 2015-2, Special Assessment Bonds			
Interest Rate:	5.000%		
Maturity Date:	5/1/25	$50,000.00	
Interest Rate:	5.000%		
Maturity Date:	5/1/37	$435,000.00	
Reserve Requirement:	50% Maximum Annual Debt Service		
Bonds outstanding - 9/30/2021		$485,000.00	
	November 1, 2021 (Special Call)	($10,000.00)	
Current Bonds Outstanding		$475,000.00	

Total Current Bonds Outstanding	$3,630,000.00	

	OCT	NOV	DEC	JAN	FEB		MAR	APR	MAY		JUN	JULY	AUG		SEP	TOTAL	
	2021	2021	2021	2022	2022		2022	2022	2022		2022	2021	2021		2021		
Revenues																	
Maintenance Assessments	$0	$1,335,842	$0		$0	$0	$0		$0	$0	$0		$0	$0	$0	$1,335,842	
Rental Income	$500	$900	$0		$0	$0	$0		$0	$0	$0		$0	$0	$0	$1,400	
Special Events Revenue	$86,234	$25,361	$0		$0	$0	$0		$0	$0	$0		$0	$0	$0	$111,595	
Newsletter Ad Revenue	$15,031	$8,726	$0		$0	$0	$0		$0	$0	$0		$0	$0	$0	$23,756	
Interest Income	$1	$0	$0		$0	$0	$0		$0	$0	$0		$0	$0	$0	$1	
Retail Sales-Restaurant (2)	$50,457	$53,341	$0		$0	$0	$0		$0	$0	$0		$0	$0	$0	$103,798	
Miscellaneous Income	$1,397	$836	$0		$0	$0	$0		$0	$0	$0		$0	$0	$0	$2,233	
Total Revenues	$153,620	$1,425,005	$0		$0	$0	$0		$0	$0	$0		$0	$0	$0	$1,578,624	
ADMINISTRATIVE:
Supervisor Fees	
$450	
$225	
$0		
$0	
$0	
$0		
$0	
$0	
$0		
$0	
$0	
$0	
$675	
FICA Expense	$34	$17	$0		$0	$0	$0		$0	$0	$0		$0	$0	$0	$52	
Engineering	$1,994	$2,847	$0		$0	$0	$0		$0	$0	$0		$0	$0	$0	$4,841	
Arbitrage	$0	$0	$0		$0	$0	$0		$0	$0	$0		$0	$0	$0	$0	
Dissemination	$83	$83	$0		$0	$0	$0		$0	$0	$0		$0	$0	$0	$167	
Dissemination-Amort Schedules	$350	$0	$0		$0	$0	$0		$0	$0	$0		$0	$0	$0	$350	
Attorney	$3,567	$2,688	$0		$0	$0	$0		$0	$0	$0		$0	$0	$0	$6,255	
Annual Audit	$0	$0	$0		$0	$0	$0		$0	$0	$0		$0	$0	$0	$0	
Trustee Fees	$0	$0	$0		$0	$0	$0		$0	$0	$0		$0	$0	$0	$0	
Management Fees	$5,020	$5,020	$0		$0	$0	$0		$0	$0	$0		$0	$0	$0	$10,039	
Computer Time	$83	$83	$0		$0	$0	$0		$0	$0	$0		$0	$0	$0	$167	
Postage	$67	$324	$0		$0	$0	$0		$0	$0	$0		$0	$0	$0	$392	
Printing & Binding	$10	$20	$0		$0	$0	$0		$0	$0	$0		$0	$0	$0	$30	
Newsletter Printing	$3,903	$4,035	$0		$0	$0	$0		$0	$0	$0		$0	$0	$0	$7,938	
Rentals & Leases	$163	$0	$0		$0	$0	$0		$0	$0	$0		$0	$0	$0	$163	
Insurance	$50,686	$0	$0		$0	$0	$0		$0	$0	$0		$0	$0	$0	$50,686	
Legal Advertising	$0	$0	$0		$0	$0	$0		$0	$0	$0		$0	$0	$0	$0	
Other Current Charges	$137	$252	$0		$0	$0	$0		$0	$0	$0		$0	$0	$0	$389	
Property Taxes	$0	$0	$0		$0	$0	$0		$0	$0	$0		$0	$0	$0	$0	
Office Supplies	$3	$3	$0		$0	$0	$0		$0	$0	$0		$0	$0	$0	$5	
Dues, Licenses & Subscriptions	$175	$0	$0		$0	$0	$0		$0	$0	$0		$0	$0	$0	$175	
Total Administrative	$66,725	$15,596	$0		$0	$0	$0		$0	$0	$0		$0	$0	$0	$82,322	

	OCT	NOV	DEC	JAN	FEB		MAR	APR	MAY		JUN	JULY	AUG		SEP	TOTAL	
	2021	2021	2021	2022	2022		2022	2022	2022		2022	2021	2021		2021		

Field:
Field Management Services	

$32,536	

$28,149	

$0		

$0	

$0	

$0		

$0	

$0	

$0		

$0	

$0	

$0	

$60,685	
Gate/Patrol/Pool Officers	$18,292	$18,411	$0		$0	$0	$0		$0	$0	$0		$0	$0	$0	$36,703	
Pest Control	$305	$450	$0		$0	$0	$0		$0	$0	$0		$0	$0	$0	$755	
Security/Fire Alarm/Gate Repairs	$0	$940	$0		$0	$0	$0		$0	$0	$0		$0	$0	$0	$940	
Telephone/Internet	$1,093	$1,090	$0		$0	$0	$0		$0	$0	$0		$0	$0	$0	$2,183	
Electric	$17,409	$17,180	$0		$0	$0	$0		$0	$0	$0		$0	$0	$0	$34,588	
Water	$941	$1,115	$0		$0	$0	$0		$0	$0	$0		$0	$0	$0	$2,056	
Gas-Pool	$1,862	$4,190	$0		$0	$0	$0		$0	$0	$0		$0	$0	$0	$6,053	
Gas-Restaurant	$2,283	$1,578	$0		$0	$0	$0		$0	$0	$0		$0	$0	$0	$3,862	
Refuse	$1,213	$1,275	$0		$0	$0	$0		$0	$0	$0		$0	$0	$0	$2,489	
Repairs & Maintenance-Clubhouse	$1,318	$9,642	$0		$0	$0	$0		$0	$0	$0		$0	$0	$0	$10,960	
Repairs & Maintenance-Fitness Center	$0	$0	$0		$0	$0	$0		$0	$0	$0		$0	$0	$0	$0	
Repairs & Maintenance-Restaurant	$1,816	$2,463	$0		$0	$0	$0		$0	$0	$0		$0	$0	$0	$4,278	
Repairs & Maintenance-Bowling Lanes	$0	$0	$0		$0	$0	$0		$0	$0	$0		$0	$0	$0	$0	
Furniture, Fixtures,Equipment	$0	$0	$0		$0	$0	$0		$0	$0	$0		$0	$0	$0	$0	
Repairs & Maintenance-Cart path & Bridges	$0	$0	$0		$0	$0	$0		$0	$0	$0		$0	$0	$0	$0	
Repairs & Maintenance-Golf Cart	$3,440	$300	$0		$0	$0	$0		$0	$0	$0		$0	$0	$0	$3,740	
Repairs & Maintenance-Pool	$1,161	$1,150	$0		$0	$0	$0		$0	$0	$0		$0	$0	$0	$2,311	
Landscape Maintenance	$15,442	$15,442	$0		$0	$0	$0		$0	$0	$0		$0	$0	$0	$30,883	
Plant Replacement	$0	$0	$0		$0	$0	$0		$0	$0	$0		$0	$0	$0	$0	
Irrigation Repairs	$0	$649	$0		$0	$0	$0		$0	$0	$0		$0	$0	$0	$649	
Lake Maintenance	$3,895	$3,895	$0		$0	$0	$0		$0	$0	$0		$0	$0	$0	$7,790	
Wetland Mitigation and Maintenance	$0	$0	$0		$0	$0	$0		$0	$0	$0		$0	$0	$0	$0	
Permits/Inspections	$0	$0	$0		$0	$0	$0		$0	$0	$0		$0	$0	$0	$0	
Office Supplies/Printing/Binding	$271	$155	$0		$0	$0	$0		$0	$0	$0		$0	$0	$0	$426	
Operating Supplies	$2,929	$2,286	$0		$0	$0	$0		$0	$0	$0		$0	$0	$0	$5,214	
Credit Card Processing Fees	$190	$1,565	$0		$0	$0	$0		$0	$0	$0		$0	$0	$0	$1,755	
Dues & Subscriptions	$165	$150	$0		$0	$0	$0		$0	$0	$0		$0	$0	$0	$315	
Decorations	$0	$0	$0		$0	$0	$0		$0	$0	$0		$0	$0	$0	$0	
Special Events	$20,234	$3,033	$0		$0	$0	$0		$0	$0	$0		$0	$0	$0	$23,267	
Restaurant Expenditures (2)	$66,357	$69,672	$0		$0	$0	$0		$0	$0	$0		$0	$0	$0	$136,029	
TOTAL FIELD	$193,152	$184,778	$0		$0	$0	$0		$0	$0	$0		$0	$0	$0	$377,930	

OTHER FINANCING SOURCES/(USES)																	
Capital Reserve-Transfer Out	$0	$0	$0		$0	$0	$0		$0	$0	$0		$0	$0	$0	$0	
Capital Reserve-Transfer In (Restaurant) (FY21)	$8,193	$0	$0		$0	$0	$0		$0	$0	$0		$0	$0	$0	$8,193	
Capital Reserve-Transfer In (Restaurant) (FY22)	$15,900	$16,331	$0		$0	$0	$0		$0	$0	$0		$0	$0	$0	$32,231	
TOTAL OTHER FINANCING SOURCES/(USES)	$24,093	$16,331	$0		$0	$0	$0		$0	$0	$0		$0	$0	$0	$40,424	
																	
Excess Revenues (Expenditures)	($82,164)	$1,240,961	$0		$0	$0	$0		$0	$0	$0		$0	$0	$0	$1,158,796	

SECTION D
	LAKE ASHTON
COMMUNITY DEVELOPMENT DISTRICT		
	Check Run Summary		
	January 24, 2021		
Date	Check Numbers	Amount	
General Fund			
12/15/21	7891-7894	$23,484.29	
12/20/21	7895-7908	$173,544.99	
1/5/22	7909-7929	$81,425.66	
1/14/22	7930-7936	$1,593,719.26	
General Fund Total		 	$1,872,174.20 	

Capital Projects Fund			
12/20/21	333	$13,013.00	
Capital Projects Fund Total		 	$13,013.00 	

Lake Ashton CDD
Special Assessment Receipts
Fiscal Year Ending September 30, 2022

						$1,917,806.00		$414,785.26	$50,581.88	$465,367.14				
	O&M	Debt				.36300.10100		2015-1	2015-2					
Date	Collection	O&M	Debt Svc	Discounts/	Discounts/	Commissions	Net Amount		General Fund		Debt Svc Fund	Debt Svc Fund	Debt Total	
Received	Period	Receipts	Receipts	Penalties	Penalties	Paid	Received		100.00%		89.131%	10.869%	100%	

11/18/21	
10/01/21-10/31/21	
$	1,969.00	
$	-	
$	78.76	
$	-	
$	37.80	
$	1,852.44		
$	1,852.44		
$	-	
$	-	
$	-	
11/19/21	11/01/21-11/07/21	$	63,008.00	$ 10,541.24	$	2,520.39	$	421.65	$	1,412.14	$	69,195.06	$	59,351.22	$	8,773.89	$	1,069.95	$	9,843.84			
11/24/21	11/01/21-11/07/21	$	26,078.89	$ 6,577.39	$	1,369.19	$	345.32	$	618.84	$	30,322.93	$	24,211.71	$	5,446.98	$	664.24	$	6,111.23			
11/30/21	11/08/21-11/14/21	$ 175,241.00	$ 32,200.16	$	7,009.66	$	1,287.96	$	3,982.87	$ 195,160.67	$	165,026.21	$	26,859.07	$	3,275.39	$	30,134.46			
12/14/21	11/15/21-11/23/21	$ 531,630.00	$ 119,568.69	$	21,265.57	$	4,782.63	$	12,503.01	$ 612,647.48	$	500,302.91	$	100,133.57	$	12,211.00	$	112,344.57			
12/17/21	11/24/21-11/30/21	$ 622,204.00	$ 168,589.22	$	24,888.57	$	6,743.38	$	15,183.23	$ 743,978.04	$	585,097.06	$	141,611.82	$	17,269.16	$	158,880.98			
$ 1,420,130.89	$ 337,476.70	$	57,132.14	$	13,580.94	$	33,737.89	$ 1,653,156.62	$	1,335,841.55	$	282,825.33	$	34,489.74	$	317,315.07					
BALANCE REMAINING	$497,675.11	$127,890.44													

				
Date	CK#	2015-1	2015-2	
12/20/21	7902	$ 135,766.53	$	16,556.34	
		$ 135,766.53	$	16,556.34