Lake Ashton Community Development District
Meeting Agenda May 16, 2022

May 9, 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, May 16, 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, May 13, 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 April 18, 2022 Board of Supervisors Meeting
Restaurant
Ashton Tap & Grill Update
Presentation of Restaurant Financials for April

1 All comments, including those read by the District Manager, will be limited to three (3) minutes
Restaurant Financial Dashboard and Analysis (requested by Supervisor Realmuto; all back-up pertaining to this item provided by Supervisor Realmuto)
Discussion Regarding Restaurant Budget and Contract (requested by Supervisor Realmuto)
Old Business
Update on the Status of the Lake Ashton Joint Amenity Policy (requested by Supervisor Realmuto)
New Business
Items Relating to the Fiscal Year 2023 Budget Adoption
Fiscal Year 2023 Proposed Budget
Consideration of Resolution 2022-05 Approving the Proposed Fiscal Year 2022/2023 Budget and Setting the Public Hearing to Adopt the Budget (Suggested Date: August 15, 2022)
Consideration of Resolution 2022-05 Approving the Proposed Fiscal Year 2022/2023 Budget (Suggested Date: August 15, 2022), Declaring Special Assessments, and Setting the Public Hearings on the Fiscal Year 2022/2023 Budget and Imposition of Operations and Maintenance Assessments
Monthly Reports
Attorney
Engineer
Consideration of Estimate from S&S Contracting for Cart Path Repairs @ Pond 8 Undermining
Lake Ashton Community Director
Focus 2025 Review
Operations Manager
Consideration of Options for Replacement of the Oak Trees in the West Parking Lot
Consideration of Options for Turf Improvements at the Clubhouse Pet Play Park
District Manager’s Report
Presentation of Number of Registered Voters—1,448
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, April 18, 2022 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	Assistant Secretary
Debby Landgrebe	Assistant Secretary Also present were:
Jill Burns	District Manager, GMS
Jan Carpenter	District Counsel
Christine Wells	Community Director
Matt Fisher	Operations Manager
Alan Rayl joined late	District Engineer
Mike Porricelli	Metz
Fredo Rivera	Lake Ashton Tap & Grill Chef
Dana Bryant	Yellowstone Landscape

*The recording started late and began during the public comment period. The first two items were summarized using the meeting notes

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. Five Supervisors were present constituting a quorum.

SECOND ORDER OF BUSINESS	Approval of Meeting Agenda
Mr. Plummer presented the meeting agenda and asked the Board if there were any additions or corrections.

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.
Resident (Unidentified): I feel this is necessary. I would like to speak about the restaurant. I've lived nearly for 18 years, seen a lot of restaurants come and go, seen a lot mostly go, and I'd like to see one stay. At this point, I can only say good things about what have happened in the restaurant recently. The people have been wonderful. The wait staff, the manager that was here, I hope he comes back, is awesome. And the food was delicious. It's like the restaurant used to be many years ago. And I look forward to that remaining if we can somehow financially do this. Let's do it.
Ms. Burns: Thank you. Brenda VanSickle?
Resident (Brenda VanSickle): My concern is the restaurant also, and I've also seen a lot come and go. My concerns with this one is at what cost do we want a restaurant? What are we willing to pay? What other amenities are going to suffer if we are pouring all the money into this one? I want you to consider your budget, please consider that very carefully. I think the majority of people would like a restaurant here. On a positive note, I had a lot of bad experiences with this particular restaurant. I got a flat bread the other day that wasn't burned. It was actually edible and it happened rather quickly. I did not wait over an hour, and it didn't take multiple trips or anything. So I can see that as a positive, but I'm not willing for my rent to go up $350 or more to support a restaurant. I've got other concerns like the boulevard, those magnolia trees that have looked really bad for quite some time. I know in the past I've asked about those and we're talking years ago when I was on the Board, I asked about those and was told they were doing just fine. I think there's also the root problem that we had over on the west parking lot. If you take a look at them, they don't look like magnolias otherwise. I know when we first moved in, coming in that boulevard is what sold us and now it’s looking sad. But I'd like you to consider all of the amenities when you're considering the budget and not just throwing money into a black hole. Thank you.
Ms. Burns: Thank you, Monty?

Resident (Monty): My comments also are regarding the restaurant. I'd like to go on record as opposing this restaurant simply because I don't feel it's an amenity. I don't feel I should have to pay for a restaurant or subsidize a restaurant when you can go outside, get better food, cheaper, and more of it. That's pretty much all I have to say is I want to go on record as opposing any kind of special assessment, anything that requires us putting money into the restaurant and to give someone a no fail contract they can't lose money on I think borders on ridiculous.
Ms. Burns: That's all the public comments. Mr. Plummer: Are we up on Zoom?
Ms. Burns: No, not yet.

FOURTH ORDER OF BUSINESS	Consideration of Minutes from the
March 21, 2022 Board of Supervisors Meeting and Summary of the April 4, 2022 Budget Workshop
Mr. Plummer: The next item on the agenda is the minutes from the March 21st Board of Supervisors meeting. Are there any additions or corrections?
Ms. Burns: The workshop summaries stating who was in attendance and such is also included.
Mr. Plummer: Okay. So we have minutes and the workshop notes as well.
Mr. Realmuto: So the motion will be you approve the last CDD meeting minutes, as well as the workshop. Is that correct?
Mr. Plummer: That's correct.

FIFTH ORDER OF BUSINESS	Restaurant
Ashton Tap & Grill Update
Mr. Plummer: The next item is the Ashton Tap & Grill update. Mike?

Mr. Porricelli: Good morning. First off, I want to give you an update on Ed because every time I come somebody asks, he's actually doing really well. He's home now. He's learning how to walk again. He emails me every day. He's thinking about all of you and I appreciate your thoughts and prayers that you guys do all the time around here. Let me get to the Ashton Tap & Grill. We're currently still looking for a GM. We're still going through that process. In the meantime, we're going to have one executive here on staff to help the labor and that's going to be a chef at this time. That's going to save us immediately some dollars going forward. I think the new chef is doing very well, I've got a lot of compliments about him. As requested last month, I put together a 30, 60, 90-day plan. It's a suggestion to close an extra day starting next week. I've put Tuesday on there. We also talked to Christine about potentially doing Sunday and moving entertainment. We can look at both of those days since brunch is hit or miss. We're creating new marketing campaigns for the restaurant. We're in local papers now at Lakeland, different Facebook groups and we also have advertisements that we have sent out in the local community. Also going around is a letter from Metz when we first opened about splitting half the losses. Just wanted to let you know today that I confirm that we're going to honor our commitment and pay Lake Ashton $18,923.50. We will be sending in a check for that amount.
Mr. Costello: Excuse me. In the beginning you said if losses exceeded a certain amount that you would refund. Christine and I were going through the book that you all had sent and it said that you would refund losses over a certain amount. Is that what this is?
Mr. Porricelli: Yes, that's correct.
Mr. Realmuto: How's that amount calculated and is that for this month that you're referring to?
Mr. Porricelli: No, that was for the first year that we were open. There was a letter sent from Jack, the salesperson at the time that said, “Anything that you lose over what was budgeted to a certain amount that we would split half the loss up to $40,000.” There were a lot of things in there that we looked at, things that shouldn't have been on there. Contractually, that should not have been on the invoice, but we did not worry about that. Whatever Christine sent us, that the Board has sent us that said, this is what the losses

were for the first year, we took that amount and split it in half and since we committed to doing that. Half of the losses up to $40,000.
Mr. Realmuto: For the first year of operation? Mr. Porricelli: Yes, for the first year of operation. Mr. Realmuto: What was that amount again?
Mr. Porricelli: $18,923.50.
Ms. Landgrebe: What about the second year? Mr. Porricelli: We're still on the second year. Ms. Landgrebe: But is that the same deal?
Mr. Porricelli: No.
Mr. Realmuto: That amount so far has not been reflected in the financials, is that correct?
Mr. Porricelli: It will be a check received from Metz.
Ms. Carpenter: Just as a reminder because this is a bond financed facility the management contract can't have a sharing of profits and losses, so this was not part of the contract. This is a rebate coming back from Metz for something other than the share in losses. This is not part of the contract.
Mr. Costello: In reality though, we have lost money on the year so it's not as if we're making a gain.
Ms. Carpenter: A management contract can't share profits or losses. It can't be a sharing because it's government property and you cannot share with a private entity. Or perhaps a reduction of the management fee as Jill suggested. Reduce the management fee by that amount for the year.
Ms. Landgrebe: For last year, not this year.
Mr. Realmuto: We realize that the term of the restaurant contract does not run concurrently with our fiscal years so it spreads to both.
Mr. Plummer: There was some confusion there exactly how that was going to come. We've talked about applying it to the management fee for this year or as a check.
Ms. Carpenter: We'll talk to GMS and the accountants just to make sure it gets coded properly.
Mr. Plummer: Okay.

Mr. Porricelli: All right, so that's the update for the restaurant. Any questions?
Ms. Landgrebe: On your 90-day goals, I'm just going to look at this for the moment. Well, let me just talk to the Board first. I have to think about how to word that but, okay, happy hour. Why are you pushing that off 90 days? Why not start right away? Happy hours, not happy days.
Mr. Porricelli: We have happy hour currently. I was just putting additional things, additional marketing campaigns throughout the days.
Ms. Landgrebe: Okay.
Mr. Porricelli: It's not that we don't have happy hour right now. We're looking at happy hour now to actually extend happy hour at the moment, to make it a little bit longer and more drink specials because obviously we're looking at the costs as well, so we're going to have to increase cost because cost is rising. We've seen over 25% increase in our costs. So we have to look at both pricing and food and liquor, but to be able to get people in the door, we obviously are going to have to do more specials. That's not going to get pushed out to 90 days. That's just a certain campaign that's been happening at that time. The reason for the extra day closed, just so you know, it's because the one extra day allows us to have a certain amount of people on shifts instead of splitting up two shifts throughout the whole week. Right now, that is what is causing us a lot of overtime and then you see on the financials that's really hard on us, that is 4% that is overtime right now, so being closed that day will not only save us a little bit of food costs, but also will save us a lot on the labor costs because they will have to run the overtime.
Ms. Landgrebe: I still don't understand why you're closed on Mondays when that's one of the busiest days in our community in this building and repeatedly it's been said to you and repeatedly ignored. Is Tuesday the slowest day, is that why you're picking Tuesday?
Mr. Porricelli: A lot of the times the slowest day fluctuates. It's different a lot of times throughout the week. We obviously cannot do the weekends, as Monday being closed, Tuesday is next to each other makes the most sense food-wise, to stop from wasting and everything else we get delivered on that second day so there is not food or anything else hanging out for two days or anything that's perishable. So that's why we looked at, now we're closed Mondays, or Sunday closed or on Tuesday close to make the most sense.

Ms. Landgrebe: What are your slowest days? Mr. Porricelli: Tuesdays and Wednesdays.
Mr. Howison: So what about closing Tuesdays and Wednesdays and opening on Monday? The thing is, a lot of the restaurants outside that community, are closed on Monday. Particularly some of the nice ones. Would that work for you guys?
Mr. Porricelli: Absolutely. Starting next week, we can close Tuesday and Wednesday.
Ms. Landgrebe: There are some things we have to assess but having Mondays open would be fabulous.
Mr. Costello: I had spoken to Ed during the short time that he was here, and he had even come here on Monday night and people were actually here playing bingo. Some of these people get here at 3 o'clock in the afternoon, and I'm sure that it could probably enhance whatever the sales are going to be. Actually bingo only re-opened, I think in October or November. It may have been, I don't remember, but you have a group of people here that could be utilized in the restaurant and all that, and you would always say that Tuesdays were the slowest days, yet we were closed on Tuesdays just didn't make a whole lot of sense, so I have to agree that Tuesday and Wednesday would be a much better choice.
Mr. Porricelli: I'm completely fine with that. I agree with that.
Ms. Landgrebe: Guys, we have to let Bingo know that no longer will they be allowed to bring food in or sell food.
Mr. Costello: You know what? They've made those announcements in the past and tonight, I'll see John DeWinkler who runs it and I'll tell John the restaurant's going to be open and we have to make an announcement that they are not going to bring any more food in.
Mr. Plummer: My question is, do we want the bingo organization to work with the restaurant as far as providing the sandwiches or whatever that they sell back there or the drinks or whatever?
Mr. Costello: They have done that in the past.

Mr. Plummer: I mean, that may take more than a week to get that worked out, but I think that's a good idea to allow the restaurants to actually have the food service and the bingo that night and see how that works.
Mr. Costello: You don't sell candy bars or anything like that. The only thing they do sell is they do sell pizza.
Ms. Landgrebe: But they can do commissary food. You can do that, instead of
candy.
Mr. Costello: What don't we get with John DeWinkler and form some sort of
agreement with them?
Ms. Landgrebe: The next question I would have in regards to that is who is going to enforce that bingo players are not bringing food and drink? It's a consideration that we have to adhere to.
Mr. Costello: You're right and I agree with you. I have seen people when I have been here for dinner and affairs and all that. I have seen people come into this ballroom and they know that they're not supposed to bring any alcohol. But sooner or later somebody breaches in their pocket. They don't give consideration to the fact that we could lose our liquor license over that. So who's going to stop them from bringing the food in, I would have to say the bingo workers are going to have to tell them look at here, throw the food out or leave.
Mr. Realmuto: They should be tasked with that just like we have security who pay attention to the pool and roaming patrols. I believe we could do the same with them on bingo nights and make sure they agree.
Ms. Landgrebe: I think we have to take it a step further and say if they do bring it in, then they can't come, but we have to be willing to take that stand and say "no." and if you do it, you're out of here.
Mr. Plummer: Mike is going to have that meeting with John and talk to him and work it out, so he can work it out with the restaurant.
Mr. Realmuto: Back to the restaurant, I do agree 100% that opening on Monday presents many opportunities that we've noticed today. One of which is Bingo and we need to get on the same page and get all the parties on the same page with regard to that. We do need to set the line somewhere. Clearly, our restaurant could provide pizza, so it

doesn't increase the cost behind what we're bringing in. But there's a lot of opportunity there. But it's not just bingo. It's the entire day. Lloyd already mentioned the fact that a lot of other nice restaurants are closed, so that alone should bring in more people. But it's also the fact that basically we have people here in the mornings or whether it's for a CDD meeting on Monday coffee. There's a lot of folks in the building. Perhaps that could be a time to do some low labor type breakfast, maybe not. But the point is there are people here that are here all morning, some of them don't leave until lunchtime, so there could be specials for people that attended things like CDD meetings. I know sitting here for two to three hours, they might be hungry. Those kinds of things. I just noticed that a lot of activities tend to get scheduled on Monday right after morning coffee. There's really a lot of opportunity. Maybe working together with Christine, you can capitalize on some of that. I'm 100% behind opening on Monday and closing Tuesday and Wednesday, so thank you for that.
Mr. Porricelli: Absolutely. I would suggest maybe if we don't want it to start next week, maybe closing Wednesday next week and keeping the schedule like this Monday and Tuesday and then giving you another week if you need more time to speak to the bingo party. But I would suggest making a move as fast as possible because we obviously we want to stop the losses as quick as we can.
Ms. Landgrebe: Can we make this happen within two weeks from now?
Mr. Costello: I don't know I have not talked to John, I don't foresee a problem with it at all, but I think it's more a matter of fact that I would like to talk to John directly. I can brief John on what's going on and maybe you could get together with him. It's a lot of easier year when there's no middlemen. If you leave me your card before you leave, I'll let you know once I've spoken to John, I'll call you tomorrow.
Mr. Porricelli: That sounds great, let's also do that. I definitely will.
Ms. Landgrebe: Then the other question I had is in regards to the contract. I don’t feel that we should pay the full management fees if we are going to close multiple days a week.
Mr. Costello: If that's in your ballpark, Mark?
Mr. Porricelli: I'd have to talk to corporate about that.

Ms. Landgrebe: Well, please do because the contract was for seven days a week, I believe.
Ms. Carpenter: Yeah, it would come back to the Board for any changes. Mr. Porricelli: I can ask.
Mr. Plummer: We appreciate you carrying that back and reporting on whatever your organization decides in that regard.
Mr. Porricelli: Absolutely. Mr. Plummer: Other items?
Mr. Realmuto : Before Mike sits down, I think there's a lot more on the table here that we need to have a sense of before we move over the rest of the budget later in our agenda. As you all know, Mike had presented to us several budget alternatives looking forward to the next fiscal year, starting October 1st. Frankly, our Board meeting concerns what's going to happen the rest of this year. So far, we've covered half of our fiscal year. The first six months, in terms of invoices, we are presently in the 7th month. We're going to need to talk about where we are going to wind up and we think we may wind up this year, or perhaps we could go through the financial overview, but I think I get a lot of insight there. But I want to make sure we circle back and come back to the budget because we need to make a decision there. If not at this meeting, I think we certainly need to provide direction on what we want, and just any changes we might want to see. Pick one of the options or resend it back for further revision. What's the Board’s pleasure? Mike, do you have any updates or do you want to move into the analysis before coming back to the next year's restaurant operation budget?
Mr. Plummer: I think move on to the analysis. Mr. Realmuto: I'm ready to do that.

Presentation of Restaurant Financials for March
Restaurant Financial Dashboard and Analysis (requested by Supervisor Realmuto; all back-up pertaining to this item provided by Supervisor Realmuto)
Mr. Realmuto: I'm referring now to the restaurant analysis which was included in the agenda packet and also provided to you. I think it's printed in color, actually, so if you have that, it's the one at the bottom. It says, basically provided by Metz, and the very first page of that is at the top is the Ashton Tap & Grill financials. These are the numbers

essentially that come from the invoices we receive each month. In those, I totaled both the FY2021 numbers, so you see at the top of that, for example, the net deficit in our last fiscal year I think the end of September, was $225,896. I guess you could think of that
$18,923. I think it was coming back as reducing that deficit. But we're still in the over
$200,000, you're going to have to take into account that adjustment. This analysis is done essentially looking at the immediate, the current fiscal year, and again those numbers come from the invoices. But I tried to highlight some of the changes. The bottom line on the FY2022 to date, which is again as of the March invoice. So there's a line in the middle labeled FY2022. I bring your attention over to the net income or deficit. That's essentially the bottom line. This month, we saw a bill deficit of over $25,000, which represents 27% of the income. Actually 127%. In other words, we spent 127% of what we brought in. That's a dramatic change from what the previous month was of 10,000, 6, or 700. Last month was essentially our best month in terms of deficits this fiscal year. This month was our worst month by far. I'm very concerned about that. Especially after seeing the income rise. That's where the part labeled variance from prior month comes in. March was a five- week month. The previous month, February, was a four-week month. You need to be aware of that when looking at the monthly numbers. But with this charge shows the variance from prior month, if you look at something that factors that out, such as the average per week, or per day choose your number. You'll see that the average per week or the average retail sales, these are sales in the restaurant itself, rose by just about
$5,000, a week versus the previous month. Catering was substantially less. But even with the reduction of over $10,000, and in catering revenue, we still have $2,342 per week in income. You see their daily numbers there. The problem is, if you look over on the expense side on the total expenses, which I've also circled and highlighted in red, we spent $5,258 a week more, than in the previous month. In other words, the deficit increased $2,900 per week. I just don't understand that variation from week to week. Clearly to me it indicates that we are not adequately controlling expenses. They seem to vary widely. Now I've gone over the invoice in detail and identified a few things that are not done as they shouldn't be, including the omission of some catering sales above
$1,600 that will be credited next month, things like that. We are watching this very closely and identifying errors. But the concern remained, we're not coming anywhere near

meeting the budget that was presented to us last year. The budgeted losses for the year, this fiscal year were supposed to be $110,000. If you look at the FY2022 the total, you'll see that as of March, we've already lost $96,787. We're probably already over, because we're in the month of April, of course. We probably already hit the $110,000. If we haven't, we will soon. That begs the question, we have six months remaining this year. How much are we going to lose in the ensuing six months, from April through September, that we have not budgeted for? Even figuring at best case and then every subsequent month is going to be as good as we've done in February, which was our best month. We're still going to lose more than another $60,000. That money has to come from somewhere and quite frankly, what we've been doing is robbing the capital projects fund. That's why that is less than half of where it was or should be. My question, I guess for Mike and Metz is, I'm concerned about this year before we even look at next year and where are we going to be. What do we realistically expect to end the year at given the changes we've talked about?
Mr. Porricelli: I think it's really hard to tell and we don't know what we're going into, what the season is going to look like. I mean, I think if we make the changes that we're talking about with one less salary associate, that would be almost $2,000 savings a week.
Mr. Howison: If we look at the last month, I see food costs were 40.8%. Labor costs, 68.3%. In the restaurants that you manage, not the institutional places like colleges and so on. I know you guys have some Applebee’s and some others. What does labor normally run in a restaurant like that as a percent of overall revenue?
Mr. Porricelli: Usually in the thirties and forties. Mr. Howison: Why is it so high here?
Mr. Porricelli: Because of the number of sales compared to how many people it takes to open. So in our other words, think about Applebee’s for example, the amount of traffic coming through there is tremendous. You're still using the same amount of labor to feed that and more people, so it makes your labor costs lower.
Mr. Howison: Let's talk food costs. Everybody here knows that inflation is killing us and even when we go back to the budget that you put together last September, some of the inflation was unforeseen, so we get that. But what can Metz do as an organization to

move food costs down as a percentage of revenue. I guess I should ask first. Take that Applebee’s again. As a percent of revenue, what would you expect food cost to be?
Mr. Porricelli: I would say at one of my other restaurants, we brought about 30% food cost. However, we do hundreds of thousand dollars in alcohol over the year so that offsets that number a lot.
Mr. Howison: Well, I'd be shocked if we didn't do pretty heavy alcohol this year.
Mr. Porricelli: We did one event that was $150,000 in liquor alone. It's a little bit skewed. The majority of other businesses that do serve food and a little bit of alcohol as special catering, usually is close to 40%.
Ms. Landgrebe: Mike is there any inventory control going on? Because when I see jumps like that in numbers and I see the very nice buffet yesterday running out of prime rib, I have to wonder who's walking out with it.
Mr. Porricelli: We do inventory every week. We have somebody come and audit the inventory. Every time we have somebody come in and they come and audit the inventory.
Ms. Landgrebe: Is it outsider auditing?
Mr. Porricelli: At least once a month usually. Every time that I have a manager come in here, we audit it, certainly from the outside.
Ms. Landgrebe: They're not seeing any losses?
Mr. Porricelli: It's always off a little bit but nothing huge. Ms. Landgrebe: It could be a little bit all the time.
Mr. Porricelli: I'm not saying nobody is stealing.
Ms. Landgrebe: I am not saying it's happening. I'm just wondering, you are looking at 29% and now we're talking 41% in one month.
Mr. Porricelli: Last month I did have a good amount of catering. But it's a big jump. Ms. Landgrebe: Then running out of it yesterday?
Mr. Porricelli: Yeah.
Ms. Landgrebe: It's not like they were giving hefty slices, slivers is more like it. Just from the law enforcement aspect I am just wondering.
Mr. Porricelli: Are you saying that someone's stealing our property?

Ms. Landgrebe: I'm not saying that I am just wondering that the dramatic costs are significant.
Mr. Realmuto: If you look at that column on how much is spent on food, the percent does vary widely from a low of 28%, or even 29% last month of February to the 41% in March. I just don't understand the dramatic changes. I know that inflation generally has driven the prices up, but again, to me, it's percentages that normalize that. In order for a restaurant to stay in business, that they're not in business to lose money. If your costs go up, at some point, you need to adjust your plan or prices to cover your cost. In the situation Metz is in, is that we're providing a facility at no cost, so there's no rent, there are no taxes, you don't pay any utilities, you don't pay for equipment or maintenance of that equipment and repairs. I'm trying to take this from the 50,000-foot level and look forward. My question for Metz is, given those subsidies outside of the restaurant operating budget and given the fact that you operate other restaurants, presumably at a profit because no one's going to stay in business for too long losing money, including us, do you feel it's possible to operate this restaurant close to break-even, or is that a pipe dream, and should we give up now?
Mr. Porricelli: No I think it's definitely possible if we make major adjustments. With the cost rising, with the labor rising, I think that's why we have to make dramatic changes very fast, we need to look at the pricing, we're going to look at when we close, and we have to continue to keep evolving. If we needed to make more changes going forward, we'll need to do that, especially in the summer.
Mr. Costello: Everybody here has gone over the increased expenses that we have and all that. One of the things that I did look at was your sales. January 2021, your sales were $69,995. January 2022, you went to $41,168. That's a 28-30% difference. February you did a little bit better. The only thing is I checked and February was four weeks instead of three last year, and in March you were down by $7,287. Why are the sales coming down the way there are? I realized in the beginning. I'll give January, the fact that you were new here and it was a honeymoon period, everybody wants to see what history is all about, but our sales are going down. They're not going up.
Mr. Porricelli: You're saying from March last year to March this year we're down
$7,000?

Mr. Costello: Yeah, it was about $7,287.
Mr. Porricelli: I don't know what happened back in March of that year. I know that a lot of the changes that we made exactly haven't come on. I think that people are starting to come back. I haven't heard very many complaints lately.
Mr. Costello: Them coming back is not being reflected in the sales because the sales are down.
Mr. Porricelli: But they were down to $40,000 in August, September, October, November.
Mr. Costello: We have to expect that because nobody is here in August, September or October. That's to be expected.
Mr. Porricelli: I think we're going to continue an upward trend honestly.
Ms. Landgrebe: In a way, you may not be hearing more complaints because a number of folks and I heard some of them today, some are losing confidence or have lost confidence. Some of your regulars come in and draft beer, for instance, isn't available or they're told, you can't get this. We're between meals right now, so you can't order. There are things that are happening that I don't quite understand why.
Mr. Porricelli: I don't know what you're talking about, but I do know that across the whole industry, we're having trouble getting beer, draft beer especially, any liquor. We're having a lot of distribution issues. I don't know what specific instance you're talking about.
Ms. Landgrebe: It sounds like Sunday afternoons when they have entertainment is a great draw for folks, but then you have folks who come and just sit and listen to music and don't buy anything. So I don't know if you're talking about a small cover charge to come in? And then that includes like a beverage or something.
Mr. Costello: A lot of places do this. They'll have small cover charge of let's say $5,
$10 and you can get your first two drinks on that and this way here you're drawing the people in and you're making sure that you have something to cover your expenses.
Mr. Realmuto: On the topic of, especially you're talking management of the restaurant and it's pretty clear to me that we're at a disadvantage not having a full-time manager, it lacks consistency, and frankly, in some degrees, Mike has really stepped up here, it lacks accountability, at least on the general manager's part because they're not consistent from week to week and no one is going to be here come the end of the month

or a year, that kind of thing. I believe if they can find a permanent qualified general manager, we will at least have someone to go through that is responsible for that. Right now the District Manager Mike, is the only one who provides that, and this is not his full- time responsibility. We do not pay his salary directly, just the management fee. I think that could go a long way towards helping it and I trust you Mike, to hold that person accountable for correcting some of the problems you've heard about. We were going over the financials now. I'd like to bring us back to that, but I'm sure all of us have a little idea and we could convey those either to Christine to be relayed to Mike, or to Mike directly. But this might not be the best forum for that in the interest of time. Supervisor Costello mentioned a lot of the differences from last year. They're there in the figures. I think it was during the budget workshop, you raised this also, Mike, and so I added a graph to my analysis that compares essentially the month to month and the previous fiscal year and this fiscal year. I'll continue to do that going forward. But just to follow up, we were only three months into it. Two of the months we've done worse. Some of that might be attributed to the fact that the restaurant is new and people wanted to see what it's all about. There was a lot going on there. One week actually in February we did better this fiscal year, this February.
Mr. Costello: You did the weeks. Go through the difference in weeks.
Mr. Realmuto: I think the weeks are the same from month to month. It's always the third week, that is five. The month-to-month comparison is valid if we're comparing year to year, the same month of the year. That's just there for your information. I'm not going to walk you through the rest of this. You see all the weekly numbers there. I'll just point out, looking at the weeklies, that's a little more current because it's more current than what we were presented with in the invoice in terms of revenue. Mike mentioned things are improving and need to continue to improve. That's generally true, I believe, at least in terms of income. It is not true in terms of expense and that's what they really need to double down on and control. The other concerning trends is on the very last page, net sales per day appear to have leveled off and perhaps even be trending down. That's also a concern and some of that's going to happen because of the season. I understand that, but it shouldn't have happened this early. That's what we expect to see happening toward the end of April and into May which is generally reflected in the May invoice. That's

something we've got to look at, the reasons for it and correcting because if we don’t, I'm not sure how you're going to be able to make the same goal of limiting the deficit to no more than $10,000. Where all of this leaves me, in my opinion, is that essentially the way we've been operating, it seems Metz has essentially a blank check in terms of expenses. We're responsible for paying any of the expenses you incur and it's not been predictable what those are going to be from one month to the next. That leaves us in a real dilemma. We need to somehow limit that or we risk a detriment of our finances, I guess I'll leave it at that. It's fine to say, I don't know if people are willing to accept an additional $60,000 in lawsuits, we're probably halfway into that. I'm wondering if that's in consideration of those difficulties would be willing to, in the past I've always said just take more seriously the budget and that you should not be exceeding that budget. In fact, I thought there were terms of the contract that required approval for exceeding it by more than a certain amount. Jan might be able to speak to that.
Ms. Carpenter: Yeah, there is a provision that was added at the end that for any material change of the budget, the CDD needs to approve and that was a 10% increase in the budget, it needs to come back to the Board to approve and that Metz would agree to come back to the Board if there's going to be any material changes, which how to make that work as an operator, we'd have to talk through whether it's the end of the month and you see these increases are going forward for next month's budget, but it is a provision in the contract.
Mr. Realmuto: My point of raising that is to bring that to your attention and hopefully, pay more attention to that. I don't know what the logistics would be of implementing or enforcing that, but I think we need to take that seriously. I believe we did essentially get a month-to-month budget for last year for this fiscal year, but in the budget you presented us for the next fiscal year, it's a total for the year, so I don't even know how we would do that other than when the year was over.
Ms. Carpenter: The contract talks about an annual plan. That would be built into the budget, so it contemplates a monthly budget so there is a way of allocating. I think that is something to talk about for future budgeting and perhaps for the rest of this year to make sure there was a monthly budget that falls within the budget or at this point the amended budget.

Mr. Realmuto: I guess what I would ask for, if the Supervisors are in agreement is perhaps amended budgets or revise the budget that we were presented with last April for the remainder of this fiscal year so that we can track how we are doing against the budget and ensure that it's in compliance with that 10%.
Ms. Landgrebe: Again, I'll ask, where's the accountability to enforce that so that we're not losing all this money? No one is taking accountability and it's an open blank check.
Mr. Realmuto: I agree with you. Let me throw this out there. I don't believe there is any accountability. The bottom line is we're responsible to pay the bills.
Ms. Carpenter: This was the difference between a management contract and a different alternative and the management contract is you pay a manager and you pay the costs. That was part of the contemplation although the budgets that came in, obviously, are not the budgets.
Mr. Realmuto: All of our other contracts, including with management companies such as GMS, they only have authorization to spend a certain amount. They are not authorized to spend more than that. This contract is very different.
Ms. Carpenter: And food and beverage you have a cost of goods. GMS can cap their time of meetings and I think they even have in the contract that meetings over a certain time period can be charged in most of them, but you don't have a cost of goods and you don't have a depending on the clientele. That was part of the discussion of changing to this format. Again, there was also the problem with a lease, which is a profit and loss. You have to go through a bond analysis whether a lease could be used again. Ms. Landgrebe: Certainly, you're not suggesting that just because we're in management deal that we should absorbed a 100% of losses without any accountability,
any stringent or parameters or boundaries.
Ms. Carpenter: That is what a management contract is, that you pay the management fee. In this case, you pay the expenses. The budget did not take place, did not occur, and the budget results were not what was anticipated. That's why there's a 90- day ability to cancel if this is not working.
Mr. Costello: I think you made it perfectly clear before that we're not allowed to accept anything on the losses.

Ms. Carpenter: We can't share profits and losses with a private entity.
Ms. Landgrebe: Wait a second, you're saying in any management company for a restaurant, we have to absorb 100% of the cost? And that you cannot, in the contract, put a parameter that says, they've got to be budgeted and meet that budget?
Ms. Carpenter: They have to meet the budget, but they can't share profits and losses because we are a government and this facility was financed with taxes and bonds. To be a valid management contract, there cannot be a sharing of profits and losses.
Ms. Landgrebe: Then how do you make them meet the budget? Ms. Carpenter: You terminate the contract if it doesn't work.
Mr. Costello: So can we renegotiate this contract?
Ms. Carpenter: Yes. We can give a termination then work through that.
Mr. Costello: I think we're at that point where we're either going to have to renegotiate this contract and get it to a workable situation or we're going to have to move on. This is unsustainable that we're losing the money that we are losing. Two to three people came up here today, and they didn't give the restaurant sparkling reviews. We have to do something in order to get a restaurant in here and I would want to see a restaurant, but we've got to get people in here who are going to at least keep people happy.
Mr. Realmuto: I agree with you, Mike. That's why I added to the agenda the restaurant contract. I think you touched on the two alternatives. We would have to negotiate a change in the contract that limits our liability. Although I believe what Jan said is true as far as it goes in that we can't share profits and losses. We have another contract with a management company that caps our expenses. Our contract with GMS essentially limits our liability to them at the amount budgeted. That's the way it's working and that's how that amount changes. Our expenses will never exceed. They can be lower than, but they will never exceed the amount that's been budgeted. That's what the contract says.
Mr. Costello: When you look at this contract right now and you've brought it up yourself. We're going down to five days and yet we're paying the same price that we were paying when we were going for seven days. There are so many variables in this contract that are not being met to our satisfaction, quite honestly. The only way I can really see

doing it is to sit down with Metz and renegotiate the entire contract because something isn't working.
Mr. Howison: But that what you just said is why you can't compare a GMS contract with this contract.
Mr. Costello: I didn't.
Mr. Howison: Because you've got a cost of goods sold. You've got a variable, labor. Mr. Realmuto: I'm not suggesting that they are comparable. I used the GMS contract as an illustration in that there's not a legal impediment to having something like
that.
Ms. Burns: We're not sharing losses in that scenario. GMS has assumed all the losses. We're not displaying them to the Board, so we're not sharing losses in that contract.
Mr. Costello: You're limiting them.
Mr. Howison: I'd suggest though that we've gone through the analysis. We've got an agenda item to talk about this contract and I'd suggest that we let Mike go and talk about those things unless we have more questions.
Mr. Realmuto: We haven't really gotten any presentation of the budget. Did we want anyone to talk about the budget options we were presented with and what we're going to accept or what's closest and then give them further direction on that? Because I don't know that we want to accept it with the contract provisions.
Mr. Howison: I agree with that. I assume that it is under the other agenda. That's
fine.

Mr. Plummer: It can be discussed now.
Mr. Realmuto: Mike, did you have anything you wanted to cover on the budget,
your recommendations or improvements we can make on that? I guess we can wait to hear. When we're talking about the contract, what you might bring back in terms of limiting our expense so that we can have more confidence in the budget proposed.
Mr. Porricelli: I can talk to them about it. I don't know what that will look like. I don't have any agreements like that in my area. I'd have to see what they're willing to do and then I have to come back with you. Budget-wise, I think you got the email that I sent that spelled out the three different budgets. They're all very aggressive. The first one is

obviously keeping the same hours, raising prices and limiting a little bit of labor, and actually adding some catering on top of it. Second one is closing the second day, which we can hopefully do if you're all in agreement starting next week, beginning on Wednesday, then we can switch the days going forward. Then the third one is considerably less labor, which would be one salary associate instead of two.
Mr. Realmuto: Hopefully, the Board can come to a consensus about what to do next week in terms of the day's closing. I thought that what was suggested was closing Tuesday and Wednesday. Maybe we can close that topic. Is there anyone not in agreement with that, or not in support of that?
Mr. Plummer: I thought we were already in agreement.
Mr. Realmuto: The budget I looked at most seriously that was presented was the lowest cost one for the benefit of the public. This was only distributed to the Supervisors, I believe, Sunday night, but what we're talking about is as Mike's already described it, a budget where they'll be closed two days per week with less salary and labor essentially. I have a lot of questions or things to ask you. Mike, it's probably best handled offline, but again, for the public's benefit, the bottom line on that one is we had asked them to come up with an option than limited deficit to $70,000. That budget shows the net income or deficits was $75,531. They came pretty close to that. Other supervisors to comment on it or follow-up on individual line items with Mike? I know I intend to. Mike, my main problem with it isn't the budget in that amount. It's the confidence in that amount for the year given that that amount was $110,000 for this year and it's clear we're probably going to be
$50,000 at least over that even though we can keep the deficits to $10,000 per month going forward.
Ms. Landgrebe: I think I heard you suggest that each one of us individually should talk to Mike? That is a lot of mouths getting in his ears.
Ms. Burns: I thought we were looking at the options so that we could incorporate that into the budget that's getting presented at the next meeting. I think we need some direction from the Board today or between now and the May meeting in order to input one of those options into the proposed budget you're going to approve.
Mr. Realmuto: That's what this discussion is about. What number GMS is going to include in the proposed budget. That's what we eventually have to come to. I would

recommend sticking with the $70,000 but think there's more work to be done in terms of making ourselves satisfied with that, but that's what's on the table now.
Ms. Landgrebe: I am not happy with that one personally.
Mr. Plummer: What I'm hearing is, we obviously need to work with Mike on getting the proper one and the budget set so that we can have after the next budget meeting which is our next known meeting so that's a month away.
Ms. Landgrebe: I like the dollar figure, I just don't like the operational implementation that is not going to work.
Mr. Realmuto: I'm not sure what that means unless you'd be referring to the individual line items that comprise that budget and result in that deficit. There are two ways to approach it, one is to give your feedback to Christine. She can’t relay whatever any of the other supervisors have said to her to each of us but she will get a sense of what the Board's desire is and can relay that to Mike.
Ms. Landgrebe: Well, if this is a budget then why isn't a lawyer working on this for us or a contractual thing?
Mr. Realmuto: As you said this is a budget thing, that's a financial area. Expertise isn't necessarily financial as in contract. The contract is on the agenda for this meeting and we can get to that. But we're talking about the finances.
Mr. Plummer: We're talking about the budget as well. We're talking about this point. I think that probably Steve, if you're working with the total budget, it would be best if you work with Metz on this budget to get the numbers to where you feel that they're best suited for the budget and making the loss or gain or whatever work needs to be.
Ms. Landgrebe: I agree. I think it'd keep it at that $70,000 but this implementation needs a lot of work.
Mr. Plummer: I think that Steve, if you'll work with them on the numbers and anybody that has any input that needs to go to Steve or through Christine.
Ms. Howison: If you can get the labor cost down just five points, we're very much at break-even on option three. I guess because we're still looking at the lowest labor percentage at 51%. I don't know what you can do to lower anymore, but if we get that down to 45%, we are at break even.

Ms. Burns: So Steve is going to work with Mike to come up with a proposed budget version that will be implemented.
Mr. Plummer: Be presented.
Ms. Burns: Be presented in the next meeting then the Board can make that decision.
Mr. Realmuto: To be clear we're not approving any of these budgets, we will work toward that.
Ms. Burns: You'll be able to rely to us.
Mr. Realmuto: If supervisors have anything now, at this meeting, I guess you could save it until the end of this day or give it to Christine but then I won't necessarily have that in my discussions with Mike. Additionally, I just want to say I agree with you Lloyd about that labor 5%, bottom line. I also have a lot of questions about the interactions between the different versions of the budget, why things go up and down. But I can hash that all out with Mike if that's the Board's direction.
Mr. Plummer: I think moving forward, that's the best way to expedite. The issue is to make sure that we have that in a timely manner and get the budget presented at the next meeting.
Ms. Landgrebe: I just have thought another question. So Steve's going to work with
Mike?

Mr. Plummer: Correct.
Ms. Landgrebe: Is Christine part of those meetings for continuity purposes?
Mr. Realmuto: I have always tried to include Christine in the meetings. Her
schedule is probably tighter than mine and so sometimes I find it easier to set up the meetings.
Mr. Plummer: That's the goal.
Mr. Realmuto: I think we've built a level of trust where I'm not concerned. Ms. Landgrebe: no, no it has nothing to do with trust.
Mr. Realmuto: Well, it is my concern considering past management. I'll leave it at
that.
Mr. Plummer: I think that Christine will make every effort to be at those meetings
as well.

Mr. Realmuto: I don't know if we moved up the discussion regarding the contract or essentially deferred it to be tabled to the next meeting because there's even more which we need to talk about there, that's clearly going to be part of our discussion too. Because it's more than just budgets. The budget is only as good as it is followed in there.
Mr. Plummer: It's on the agenda, so it's something that we're going to get to. We're moving on from the restaurant. Seeing no additional. Thank you, Mike.
Mr. Porricelli: Thank you.
Mr. Plummer: I'm sure Steve will be in touch.

SIXTH ORDER OF BUSINESS	Old Business
Update on the Status of the Lake Ashton Joint Amenity Policy (requested by Supervisor Realmuto)
Mr. Plummer: Under our old business, the status of the joint amenity policies.
Mr. Realmuto: This will be very brief. I just wanted to let the Board know that the committee, which includes myself and Angela as my counterpart from CDD2, as well as Christine and Mary, we have met twice since our last meeting. I was the editor of the document that produced two revisions. We have another meeting scheduled for tomorrow to go over all of that, and there will be input. So that is very active and moving forward, that's all I have. If anyone wants to see the current state, Christine has a copy so she can provide that.
Mr. Plummer: Any questions or comments?

Discussion Regarding the Proposed Fiscal Year 2023 Budget and Capital Projects (requested by Supervisor Realmuto)
Mr. Plummer: Moving along, the next is a discussion regarding the proposal of fiscal year 2023 budget and capital project.
Mr. Realmuto: I had it added because clearly it was a leftover from the workshop that we hadn't gone through the capital project list essentially and come up with one. So I think we need to do that. I believe Christine provided that last night or this morning. Essentially what we need to do, the end result of this is to have a total for the capital projects budget, which for all of these items in the list Christine presented us with, that would be $542,000. Hopefully, it was clear from the budget workshop and what we have

in the capital projects fund and are anticipating to have, those numbers are even worse now. If we continue with the restaurant on the present course, they're going to be even lower. We won't have that much money in the capital projects fund to fund that. We will have less than half of that. So I think we need to keep that in mind and that sets the context as we go through this. Basically, I think what we need to do is make a decision on each of those. We include this or we don't include this in the capital projects on the budget for FY2023.
Ms. Landgrebe: We have to note that there's no shoreline restoration amount. Ms. Wells: We have an amount now.
Mr. Realmuto: I think Christine put this together and made several updates from the last one, maybe we can allow her to present it and then go through it line by line.
Ms. Wells: I brought backup for all of the amounts that we have here too. So if you have questions on each specific project, I'll be able to answer those as well. The first one is the ballroom renovation. I did update and give the amounts for each aspect of that project. It's for a total of $105,000. It includes replacement of carpet, new fans, ballroom kitchen refurbishment, which basically just involves removal of a couple of cabinets to install a commercial size refrigerator in there, and new paint, as well as replacing the dance floor. Do you want to make a decision on each one as we go or do you want me to go through the whole list and then?
Mr. Realmuto: Do you want her to go through the whole list and then we'll have to go through it again to make a decision about each of them, or we can cover each one as we go through it?
Ms. Wells: On the sheet too, there's an option to complete projects in this fiscal year to fiscal year '23 budget, add to a future fiscal year, or remove the project from consideration.
Mr. Realmuto: Christine, I think we definitely like you to pause after each one so we can ask questions. My question for my fellow supervisors is do we want to make a decision at the conclusion of that? It might be more efficient, that'd be my preference.
Mr. Plummer: I think to expedite the procedure, making the decision after each one is the best way to go and not go to the end to start over.

Mr. Howison: The justification for the ballroom renovation, is there a return on investment? Are we losing bookings because they stayed in the ballroom do you think and to what extent?
Ms. Wells: I do not believe that we're losing bookings due to the state of the ballroom. What it came from is that the carpet for the ballroom was set for being replaced last fiscal year, and I believe Supervisor Realmuto suggested that we may be look at doing an entire ballroom refurbishment due to the fact the carpet was on the reserve study to be replaced. If we're placing those two major items, it might be a good time if we want to change the paint or do any other type of renovations in the ballroom, we can do it as one big project.
Mr. Realmuto: I think it should be done together for those reasons. One of the things that we actually have later on our agenda is enclosing the activities desk. It wouldn't make sense to replace the carpeting and then do something like that, for example.
Mr. Howison: The fans, is there something wrong with the fans?
Ms. Wells: They are intermittently working. They replaced parts of the fans. They are the original fans that were installed. That's why Matt and I are recommending those be replaced. It's just we've replaced solid parts we probably can replace on them. Some go really fast or off, there's no level of turning the fans on and off. Part of the recommendation is $7,500, which is a high number, would be removing of the two fans that are closest to the activities desk. If we do close the activities desk, we obviously have to remove the fan right over the activities desk, and the one just on the other side because there's never really anything over there, so it would just be the 15 fans.
Mr. Realmuto: Would this be the first time the fans are being replaced, Christine? Ms. Wells: Yes.
Ms. Landgrebe: And they would be more updated in regards to various levels of speeds? Because now people complain they're either freezing or they're sweating and they're at the same table.
Ms. Wells: Exactly. A lot of them are low or off, or high or off, there's no continuity.
Mr. Realmuto: I just want to say that when I went through this list, I placed each of them in one of three categories. One is, it would be prudent to do, meaning it really needs to be done now or we might save ourselves money by doing it now. It's basically

maintenance, things that need to be maintained. The middle category or two, is things that we do if we have the money in the budget to do. Then third is nice to have things that are new or things that could easily be put off. In my mind, this one, the ballroom renovation falls, I really like to do it, but given the large amount, I think things like repaving need to take precedence over it, and we have a limited amount of money, so I put this in the middle category, and I don't necessarily want to include it in the capital projects fund, but if we did, I would not want to see the money expended until we knew where we were at the end of the year of 2023.
Mr. Plummer: Obviously, no matter what you put in the capital budget, you're not going to spend it until you actually decide to do it. Even if you left this completely in there, it's still not going to be done until you sit here and you realize there's enough money to do it.
Mr. Realmuto: That's true, but it sets an expectation. Let me just reveal that my goal is to have this number be no more than $240,000. When we total the numbers up, we need to come up with something that doesn't exceed that. That's what I'm working towards. That's the way I'm thinking of it.
Mr. Howison: Before we go forward, can you just give us the number for the shoreline?
Ms. Wells: Yes, the shoreline restoration, Alan is getting a couple of quotes. Based on the linear feet that we did the last time we did it, it's 160 linear feet, and it ranges in price from $70-100 per linear foot, which would be $11,200-16,000, somewhere in that range.
Mr. Realmuto: I think we said we're going to make decisions on each of these. If there's any you feel we need to table and come back to because you want to see what something later comes out of, we could also do that. But again, my preference would be to not include this one at this time.
Ms. Wells: Would that need to add to a future fiscal year?
Mr. Realmuto: Yes, definitely. It would definitely be the add to a future fiscal year.
Mr. Plummer: Let me ask you a question. If the fans are becoming a maintenance issue, you could just do the fan issue and it's not like you're messing with the rest of the decor, if you will.

Mr. Realmuto: I absolutely agree with that. The fans don't seem tied to the general renovation, so I would certainly be in favor of including the fans.
Mr. Plummer: You might want to drop that $105,000 down to $7,500 to do the fans and have that portion of this out of the way.
Ms. Landgrebe: Well, we could just separate it out. The other thing to consider is the kitchen refurbishment for a commercial refrigerator.
Ms. Wells: If we're looking to do more catering events, I can tell you right now, it's going to assist the restaurant in doing more effective catering by having a larger refrigerator there, where they can prep things and have them stored in there. We will keep the same refrigerator freezer that we have and have a commercial refrigerator as well. It'll just be the removal of some of the cabinets and installation of a commercial refrigerator, so they'd have a full commercial refrigerator and a small refrigerator for ease.
Mr. Plummer: I would make my suggestion to do the fans and the kitchen refurbishment.
Mr. Howison: That would be $11,500 in fiscal year '23 and $93,500 in the future year, does that make sense?
Mr. Realmuto: It does, and I'm in favor of that, but you're saying the amount you have for the kitchen refurbished is $4,000, does that include the commercial refrigerator?
Ms. Wells: It does. I actually looked with Debby when we were doing the reserves study and looking at different amounts for things and I actually went a little high for that one. I think the one that we looked at was about $1,700. We can't put a large commercial refrigerator in there just because of the space, I wouldn't want to take out too many cabinets, so it's on the medium size.
Ms. Realmuto: In light of that information, I would be in favor of including the
$11,500 in this fiscal year that we're discussing and deferring the rest to a future fiscal year. That would be the amount to complete. The $11,500, we move over to your FY2023 budget, and the $105 minus the $11,500 we would be down to $93,500.
Ms. Wells: We did add the complete project in fiscal year because last time we were working on this, there were some projects so supervisors wanted to go ahead and take care of it immediately, which is why you see that all in there.

Ms. Realmuto: We always have that option as we get closer to the end of the year of doing that.
Ms. Landgrebe: We'll update the reserve study as well.
Ms. Realmuto: Great. Are we in agreement on that? Can we move on?
Ms. Wells: The next item is replaced carpet and tile, and the craft room, cavern, media center, offices. I'll just go down the line, it would be replacing the tile that's in the craft room with the LVT, the luxury vinyl tile. In the cavern, maybe replacing the carpet with luxury vinyl tile. In the media center, again, replacing the carpet with luxury vinyl tile, as well as offices. Then in the game room, I have replaced carpet in the game room with carpet. I did speak to the leader of the Billiards League that's in there quite often. He did say that they could do the luxury vinyl tile in there as well, there would just have to be something put underneath the tables to prevent them from sliding. That's an option as well as carpet or LVT, I believe they're pretty close in price. The price that they gave us was $27,351.59 and that's again on a state of Florida contract to do all of those rooms. I rounded it up to $30,000 and put it into the budget. They did recommend doing them all at once to save on mobilization fees for it and the materials.
Ms. Landgrebe: As we were working on the reserve study, to me, it made sense just to get rid of the carpet. They age so quickly and it creates other allergen possibilities. With the vinyl, it's so much easier to clean, which I think Matt and Jared would appreciate. Hopefully, we could match what we currently have, so it gives a very good look.
Ms. Wells: Doing that also would eliminate the transitions between the embroidery, so it will effectively eliminate trip hazards from the transition stress.
Mr. Realmuto: I know one of the major differences between the hard flooring, even the vinyl and carpeting is sound. Especially with us moving to using some of these, particularly the game room is a multi-use room where there may be multiple groups in there, is there any concern about how that would affect the sound levels of noise in the room?
Ms. Wells: They weren't overly concerned about that. They were more concerned about adding a third pool table into that room to accommodate the additional players they've seen. But I had told him that I was recommending carpet. He said he wouldn't see a difference with either or, just we need to add something so they don't slide, but other

than that, he didn't seem to find a difference. The luxury vinyl tile that's out there it's a layered vinyl tile, so it has sound absorption built in. It's obviously not as good as carpet, but there is some sound absorption built into that.
Ms. Landgrebe: We have decorations on the walls and some of those rooms have drapes or curtains in which would absorb.
Mr. Realmuto: My question is when does the reserve study contemplate replacing
them?

Ms. Wells: It was soon.
Ms. Landgrebe: I believe it was 23.
Ms. Wells: That was ballroom included with that on 2023 and the reserve study.
They basically included all the carpeted areas. The tile for the craft-room obviously is included, it's not set to be replaced until 2030. That was part of a larger project.
Mr. Realmuto: To be clear, the $27,300 that he quoted is to conclude replacing the carpet slash craft-room, correct?
Ms. Wells: Yes. It's to replace the carpet in the game room. The carpet in the card room, the tile in the craft-room, and the carpet in the media center, and then the carpet within the offices, Sheila’s office, my office, and the activities office.
Mr. Realmuto: But that sounds to me like we'd be proceeding with the plan by including this in the FY2023 budget.
Mr. Howison: I just remind everybody that if you want to get down to 240, we need to eliminate 317,800 from this list. We're going to conclude that amount of 30,000. In 2023 capital budget.
Ms. Wells: The next is replacement of two treadmills last budget year, it was recommended to split up the replacement of the cardio equipment to keep aligned with the reserve study and replacing 50% over the span of ten years I believe. It would be the replacement of two treadmills so we replaced the two ellipticals that are ordered, it would be two treadmills in fiscal years 23 and then the other two treadmills in fiscal year 24 if that is what the Board would like to do.
Ms. Landgrebe: This is one of the items that was for that reserve study so that every year we're rotating.

Ms. Wells: Then it will be a year where we can take a few years off because they'll be all over there.
Mr. Realmuto: Any further questions on this or objections to including this? Include that refers to. Other than that, it brings us to the next item.
Ms. Wells: The outdoor pool and spa refurbishment. It would be the tile replacement on the pool. I have pool-tile replacement but it also includes spa tile replacements. Pool and spa tile replacement and resurfacing, which is a total of $65,000 and then if Supervisors would like to add an additional handrail on each stairs entrance, it would be an additional $1,800 which would bring the amount to $66,800.
Ms. Landgrebe: These are updated numbers? Ms. Wells: That's the number he gave me on.
Ms. Landgrebe: Which is frightening because I don't know many vendors that are keeping their word past 30 days. Some of them are down to 10 and 20 days.
Ms. Wells: Yes. This quote is good through June 28, 2022
Ms. Landgrebe: If you take a look, the pool needs work, it would've been nice that during COVID when we were shut down to drain it and what not but we couldn't, so I would promote that this happen.
Mr. Realmuto: My pool friends aren't going to like me. I feel a little like Nixon going to China. But there are parts that definitely needs to be done than the upper tile definitely needs to be done. But the major part of that quote I think is the resurfacing that it doesn't strike me as in any way urgent over this time period. I do know they should be done together. I just wonder if other than general inflation costs are we really looking at any additional costs if we postpone. This is a rather large item and it seems to me we might be able to reasonably postpone because I don't think that the resurfacing is really necessary yet it's the tile that everyone's commenting on and some other enhancements. Some people may want additionally handrails. I would suggest if we're looking to cut numbers from this. This is the place we could defer for at least one year.
Ms. Landgrebe: I will disagree.
Mr. Costello: A couple of years ago didn't we talk to people from Pool and Spa and they didn't really feel that it needed to be resurfaced.

Ms. Wells: They did not think that when we are closed for COVID they did not think that it needed to be resurfaced.
Mr. Costello: Yes, at that time, and that was only two years. We really need to look at a bill of $65,000 at this time.
Ms. Wells: The pool vendor recommended doing it together. We'd still have to close the pool and drain it because if they got one piece of tile into the pool, they would have to close the pool down. He recommended doing it all at once since you're going to be draining the entire pool and closing it. He was also afraid that by draining it, and now the surface is exposed to the sun while they're doing the repair on the tile, that it would be way more at it. He really doesn't want to do it to be honest with you, I shouldn't say he doesn't want to. I'm sure he wants to make money, but it's a lot of work and everybody is short of staff right now.
Mr. Costello: Have we looked at anyone else?
Ms. Wells: We have not. When we're getting budget numbers, I usually just get one quote. It's definitely on the high-end, so you'd be safe with the $65,000. If the Board approved to move forward with the project when we actually go to do the project that's when we would get our 3 quotes.
Mr. Plummer: To expedite this let’s just leave that blank, move on down and see what at the end of what we need to come back and cut.
Ms. Landgrebe: Okay. But I want to remind you this is a very high amount.
Mr. Plummer: I'm not opposed to doing it. I just want to see where we are with the rest of the numbers.
Ms. Wells: I did want to just mention too that it is not that we have to do it because it's in the reserves study but it is in the reserve study to be done in fiscal year 2023 for the pool finishes, the amount was obviously a lot lower than what we received.
Mr. Realmuto: Essentially, we're tabling this. We'll come back to it.
Ms. Wells: Sure. Then we have the Lake Ashton shoreline restoration, which I just gave a little bit of information on that. The range is $11,200 to $16,000 for that project.
Ms. Landgrebe: Do you feel like this needs to be done this coming year, Alan?
Mr. Rayl: No. I wouldn’t say that. I have not evaluated the shoreline and I also wanted to mention that I haven't looked at that link but I know we did 160 feet some years

ago. It was just mentioned last week. I went out and checked it out and saw that something had been done because you can see the remnants of the materials installed there. What we did was we looked into what similar shoreline restoration products are going for today. As Christine said, we got feedback on that number while sitting here. I don't think it's anything like that. We are not in danger of losing that cart path when I understand it's close there, but we've got a few feet of slope and bank safety. I'd like to evaluate it and see if we want to do that same length or lesser length or what. We can bring back a recommendation.
Mr. Howison: Did you look just behind the clubhouse or did you look along hole three on the east course and hole five on the east course?
Mr. Rayl: Didn't look at any of the golf course holes. Only this area behind the clubhouse.
Mr. Howison: Maybe we ought to take a look at those.
Mr. Costello: Are you talking about the area between the second green and the third tee box?
Mr. Howison: No.
Mr. Costello: Because it floods all the time.
Mr. Howison: Yeah, I'm talking more between third tee and very near the bridge. It seems pretty close. I don't know that it's threatening the cart path but I just assume to get your opinion on that, same is on five. Just as you're coming to that little bridge that cuts across to the fairway, it's pretty close in there as well.
Mr. Realmuto: So just to be clear, the area being quoted here, is behind the clubhouse, and the two areas you mentioned would be in addition to this?
Mr. Howison: Yeah.
Mr. Costello: Some of the areas are simply that we have a severe amount of rain, that's where the problems arise. Some of them, back here is close to the cart path.
Mr. Howison: I feel like three and five, maybe two, but we'll just take a look.
Mr. Plummer: I think we leave the $16,000 where it is for the moment and move forward. Because I think you're going to need to do some things with that in the next year.
Ms. Landgrebe: Put it in for this year? Mr. Plummer: Yes.

Ms. Landgrebe: This next year, 2023?
Mr. Realmuto: FY2023, yes is what we're talking about.
Ms. Landgrebe: It seems that for the reserve study, we should look at and add something almost every year, because we had a lot of shorelines.
Mr. Realmuto: I think the approach we took of dividing it up and referencing the specific areas will help. So this is one area and the other two Lloyd just mentioned.
Ms. Wells: Later on in the list, you'll see that we have $10,000 for pond repairs as
well.
Mr. Realmuto: I don't know if anybody on the staff is keeping track of these and
adding them up as we go, but I think what we are going to need is the total.
Mr. Howison: We are at $67,500 so far.
Ms. Wells: The next project is the walking paths to the garden. It would essentially be a pave or walkway that goes from the sidewalk. Trying to give you some direction. Just west of this entrance here, basically where the sidewalk curves and goes out to the parking lot. It'd be a paver walkway there. This quote does include a retaining wall as well. It's a high amount. It's $7,000. There is no sloped walking area to get to the garden now there's only stairs and then grass. So it would be a more stable walkway there.
Ms. Landgrebe: When you think about it, and if you ever sit down near the chess set, many people cut through all the greenery and the plants to come down. It is a rather steep slope and some folks tumble down. Then from a handicap perspective, someone wheeling a wheelchair or whatever, the only way for them to get near the chess set would be to come down the stairs or cut through the Veterans Memorial and still have to push a chair around. Otherwise, they'd come all the way around where the shuffleboards are and walk that way. The walking path, is it critical? No. Is it going to save other things including the ground from all dirt that slides down? Yes.
Mr. Realmuto: To me, clearly, it would be nice to have, but if it falls into that category, I think. I'll leave it at that. I think this should definitely be deferred.
Mr. Howison: Do we get any requests from the residents on that?
Ms. Wells: This has come up a few years, it always gets pushed along. It has been a subject that's come up many times.
Howison: By residents?

Ms. Wells: Yes.
Mr. Costello: I think at this time that's something that we could push back. Mr. Realmuto: So is the consensus to add it to the future FY?
Mr. Costello: I think so.
Ms. Wells: The next item is the main entrance fountain rehab. Basically, it would include, I put $7,500 in there it was the recommendation from Dana from Yellowstone,
$7,500 to $10,000. It would include a new motor and pump, some different spray nozzles to give a little bit more artistic effect I guess, at the main entrance just to heighten up the beauty of the entrance to Lake Ashton.
Mr. Costello: Are we having problems with the existing?
Ms. Wells: Yes, we are. If we do not move forward with this project, we definitely are going to have to replace the motor and pump. So we're babying it along until we find out if Supervisors want to go forward.
Mr. Costello: What would it cost to replace the watering pump? Ms. Wells: I don't know. I know it's not $7,500, but I'm not sure. Mr. Costello: Well I don't imagine that it is.
Ms. Wells: Matt said about $2,500.
Mr. Costello: $2,500, so it would be a third of what we were looking to spend here. Ms. Wells: That's just a placement number. We can keep it with whatever budgeted number the Supervisors give to us. Dana said we can go as grand as we want or we can keep it a little lower scale, just do a couple of different changes. We were thinking about some illumination behind the words Lake Ashton, just so that it's illuminated and help with
the lighting in the front area as well.
Mr. Realmuto: Are the pumps currently working? Any difficulty?
Ms. Wells: They are. The breaker keeps tripping, so there's something wrong. We've had Kincaid come out and check electrical wiring. They are recommending replacing the motor pump. Matt said it's about $2,500 for the pump and motor.
Mr. Realmuto: I mean pump and motor aside, this seems clearly in the nice to have category that could be deferred. If you want to cut $250,000, it needs to come from somewhere, I'd suggest this is one of the areas it could come from.

Ms. Wells: We can see what we can do as far as fountain rehab and keep it within the clubhouse maintenance budget.
Mr. Realmuto: Perhaps we should add $2,500 to a FY2023 budget or you can take it out of this one. It needs to be done.
Ms. Wells: It would need to be done in this one if we're not planning on doing it, I'd rather just get the pump and motor replaced now.
Ms. Landgrebe: It comes out of something, a different area in the budget. So
$2,500 from the maintenance could get pushed off.
Mr. Realmuto: In terms of the columns what I hear you saying is we add the $2,500 to the completed this FY.
Ms. Burns: I think what she was saying is that it's going to be completed out of the O&M, not transferred from capital.
Mr. Realmuto: This doesn't say where the money is coming from. Ms. Landgrebe: Well, that $2,500 would come out of that.
Mr. Realmuto: It's available.
Ms. Wells: I'll have to look at the financials and see what we have left on our clubhouse maintenance budget.
Mr. Realmuto: We all half-way through the year so I suspect there is enough the rest of the year. I don't know how that would affect the amount for a future FY. Or if it is something that we should put on there.
Ms. Wells: We can just move $5,000 to the future. Which, moving to the future basically just has me move it to a different spreadsheet and we look at it again next year and decide if we want to put it on next year. It just keeps moving along. The next item is the gate operators with LED gate arms. I went with the higher amount. Let me pull the amounts really quick.
Mr. Realmuto: Did we not just see an invoice go by saying that we just replaced two of the gate arms.
Ms. Wells: Replace the gate arms, this is to replace the gate operator itself. It comes with gate arms. I asked him if we could get it separate, they come with gate arms.
Mr. Realmuto: So how much did we spend for each of the gate arms? Ms. Wells: They were about $1,000 each.

Mr. Realmuto: $1,000 each?
Ms. Wells: A little bit over that. $1,200 maybe. Mr. Realmuto: That was for two?
Ms. Wells: Each.
Mr. Realmuto: Yes, but we replaced two, we have four gate arms.
Ms. Wells: We've replaced two of the longer arms and one of the shorter arms. The invoice would be coming shortly on that one. This is to replace the gate operators themselves and they just come with gate arms by deal.
Mr. Realmuto: So we would have spare gate arms. Ms. Wells: We would have spare gate arms.
Mr. Realmuto: Just so I understand, for one gate, the gate arm is $1,000 and if you replace the whole thing that comes with the LED gate arms it's $5,000?
Ms. Wells: It's $18,760 for four arm towers, two 12-foot arms, and two 15-foot arms, including the four LED light kits, as well as eight detectors and eight detector harnesses, just breaking down their invoice. So it's actually $18,760, I just rounded to $20,000.
Mr. Realmuto: I'm trying to get to the cost per gate and it is around $5,000 a gate.
Mr. Plummer: Are any of them in more need than others? I mean, do we need to replace all four at the same time or can we do it later?
Ms. Wells: I'm sure that if I asked Ian, he would probably agree that you'd want to replace probably the entrance gates together and then maybe do the exit gates in the future fiscal year. But I could check with him to be sure. I'm not sure to be honest. I could be completely wrong. It could be the exit gates that need to be replaced first. I'm not positive.
Mr. Costello: We could cut this to $10,000, do half this year and half next year? Ms. Wells: You could definitely.
Mr. Costello: It would probably be the logical thing to do.
Ms. Landgrebe: Why do we have to replace both of them together if they're working?
Ms. Wells: It's a recommendation from the reserve study to replace these. We have replaced a motor not too long ago, so obviously I wouldn't recommend replacing that one right away because we just replaced the motor. I would just get Ian's recommendation on

it. They do monthly gate inspection, so they'd be able to tell us which ones are nearing the end of their useful life. It may only be one that we need to replace. They can use the existing operators as well as existing arms, so it's just replacing the tower so we wouldn't have to replace anything else, so we could even do one. We may only have to do one. I just don't want to recommend one, two, three, or four, and them say that all of them are working.
Mr. Realmuto: I'm not in favor of actually replacing things that are working fine today. I'm currently budgeting for that in case we need to.
Ms. Wells: Sure, I agree.
Mr. Realmuto: It shall only be replaced when it's necessary. Ms. Wells: Agreed. Definitely.
Mr. Plummer: Obviously, you can put it in there and it goes a whole year and you don't need it, and we don't spend the money.
Mr. Realmuto: The question is, what are we going to budget for this year in FY2023 or beyond? Does splitting it half and half makes sense or just one?
Mr. Plummer: I was going to say split in half, to two of them one year and two in the next year, so it'd take your $20,000 to $10,000.
Mr. Realmuto: So we're talking about $10,000 in FY2023, and $10,000 in the future?
Mr. Plummer: Yes. Mr. Realmuto: Okay.
Ms. Wells: The next item is front entrance lighting. It's been something that's come up again over the years. It's recently come up at a Monday coffee meeting, a resident made that as a suggestion. Matt may be able to talk a little bit more to this. He met with Kincaid. The total was $22,699 and I rounded it up to $25,000. I know it does include some additional up-lighting for the palm trees, so it would up-light the entire palm tree just to illuminate the entrance to Lake Ashton a little bit better for residents.
Mr. Costello: Didn't we do that?
Ms. Wells: We illuminated some of the columns coming down Thompson Nursery Road, coming east and west. I believe there are three columns that are illuminated there to show off the entrances so we just enhanced that. If you've come at night, I mean, most

people know where it is, but there are times you could easily go past it. There's not a ton of light up there, but Matt met with Kincaid, so he might be able to talk a little bit more on what they quoted.
Mr. Costello: How many lights are with this LED?
Ms. Wells: The quote, there's 12 mini-LED landscape lights. Then there's 12 accent lights. If you saw this quote, you would see why I have Matt to explain this. You want to explain it, Matt?
Mr. Fisher: Basically, this was just a recommendation from Kincaid. All this summed up to be pretty much the same as we have over there. But these lights that he's recommending are higher-quality, higher lumen LEDs. For example, the two palm trees that are on either side of the Medjool palms. The spotlights that he would recommend would be a nice palm frond light that would shine all the way to the palm frond.
Ms. Wells: It's brighter, essentially.
Mr. Fisher: Right now it's just shining down.
Mr. Realmuto: Essentially this item is to replace the existing lighting and make it brighter.
Mr. Fisher: Exactly. Because what we've heard are concerns that you pass by the community.
Mr. Plummer: You're just lighting basically the foliage and plants that are out there and we're not doing any overhead street lighting basically to illuminate the intersection itself.
Ms. Wells: We want to show what's going to happen with the traffic light situation.
Mr. Realmuto: You mentioned the traffic light, that's a good point. I understand that a traffic light is scheduled to be installed, I think that they said 2024. It seems to be clear to me that is something that is an enhancement and replacement.
Ms. Wells: It is.
Mr. Realmuto: It is not actually lighting the intersection, it's lighting our walls and trees basically.
Mr. Howison: When was the last time we did the bocce courts?
Ms. Wells: The renovation that we've got a quote on, I cannot tell you. It hasn't been since I've been here. I know that we replaced the carpet on the courts itself. So they

added some base layer, compacted it, added the carpet approximately three years ago, 2-3 years ago, about three years ago.
Mr. Howison: Yeah, that's what I thought. What would this include?
Ms. Wells: This does include that. This is the contractor I'm still trying to get to fix the door opener on the=is side, so I haven't been able to get back to him on this side. I need to get him to remove that part out because the $25,000 does include replacement of that carpet, which I do not feel needs to be done. I did meet with the bocce group. They don't feel it needs to be done. Something needs to happen to the base layer though, so that's what this includes, is replacing the base layer, compacting it. Currently the side boards are warped. If you go out there and look, you can see the boards are wavy looking. There's nothing for the boards to connect into. There is just gravel in-between the boards and then there's papers. So this will include a concrete curving around the courts, and then the boards connecting into the court, so new boards as well.
Mr. Howison: I do know that the surface of most bocce courts are refurbished. Mr. Costello: One of the biggest problems was brought out to us because, like
Christine said, we did speak with the people from bocce court, and one of the things is people who I guess are new to it. The lob the ball. What's happening is when they throw the ball it has enough weight that it's just deteriorating the smoothness of the court, and they’re are not as serviceable. I mean that's a big part and it proved the way they were explaining it, I don't know if that’s right or wrong.
Mr. Howison: I don't know that any of us play bocce but it's an every other year thing for most bocce courts.
Ms. Wells: Any other questions I probably couldn't answer, Roy is here if you have any questions to ask him in regards to that. But basically, it would be including the installation of crushed granite for the new deck fill. That does include the artificial turf so that would come out. Basically, it's just adding the new boards on the side concrete to attach the board's replacement of the fill. The carpet is a big chunk of this too. I would say it's probably about $9,000 just to give a rough estimate on the carpet replacement.
Mr. Costello: One of the biggest problems there I think is the side boards on it.
They’re warper.

Ms. Wells: There's nothing to nail into them. That's the difficulty, is there's nothing to nail into it.
Mr. Costello: Like I said if from what we're understanding, the use of the courts has become much higher than.
Ms. Wells: It's definitely increased. In the newsletter we had to designate a day for open play for the community, it's gotten so busy.
Ms. Landgrebe: Can the bocce club fundraise?
Mr. Realmuto: I think we have the leader there, do you want to give them a few moments to speak?
Ms. Wells: It's up to you guys. I just had him come up because he was actually here when we met with the contractor. He has some background in that field as well. When we met about what we could do to the bocce courts just to make them a little bit better. It's up to the Board if you want to give him some time.
Ms. Landgrebe: You've made this decision before? Mr. Plummer: I think we can let him speak.
Resident (Unidentified): When I met with the contractor, what he's going to do is take all the boards off, pour concrete curbing around the whole perimeter and reattach boards and a rubber bumper, also take up the carpet. What's underneath it is crushed shells. They're going to put granite, pretty much like dust, and compact it, and I do think we could reuse the same carpet because we're not changing the dimension of the courts at all. That was the price and we probably knock about $7,000 or $8,000 off the cost if we use the carpet.
Mr. Costello: One of the questions that I have is, once they do this, we were told people are lobbing balls. Would we be able to re-roll this ourselves once it's done?
Resident (Unidentified): I think we could get a contractor maybe with a vibrator to come every couple of years and compact it like they do on sub surfaces when they're pouring concrete. But again, it's crushed shells and to change that I had a price from another contractor for $56,000 to basically make them concrete with a rubber mat on top.
Mr. Realmuto: The current underlaying of crushed shells, can that be compacted and what would the cost be?

Resident (Unidentified): I think what happens is they break down and they actually sink and pivot. If you roll a ball now, you'll see that every day it rains, they go a different direction. So adding the dust, I think, will harden it up a little bit and make it better. But I think every couple of years we could probably have it compacted.
Mr. Realmuto: I think one thing we need to understand is the cost of the ongoing maintenance, I think you have mentioned every two years might be, so we can consider this issue.
Ms. Wells: I can find out.
Mr. Costello: It’s cheaper to maintain though than to redo it all the time.
Mr. Plummer: I don't like the idea of $56,000, but I do understand that concrete with a rubber mat, there is no ongoing maintenance except for replacement of the carpet every 7, 8, or 10 years.
Mr. Realmuto: I do understand that the bocci courts are some of our amenities that are very well used and it has increased tremendously since COVID, basically. I do think we want to support amenities that are well used by our residents. But part of my concern is a larger concern and that is, I believe when the courts were initially installed the group raised the money for it and covered the cost. I don't know if at the time I wasn't on the Board, but I don't know if anyone asked the question, what is this going to cost going forward? I would suspect the answer was something along the lines as well, they have to be resurfaced for not much money. What we're dealing with now is a desire that's been expressed by many groups for each of their favorite amenities to get the amenity installed at whatever cost they’re able to provide. The CDD says, "Okay, this is not costing us anything." Then we come back five or 10 years later and say, "This isn't working and we really want it to be this and we'd like you to pay for it, essentially. " I guess I have some trouble with that. I wonder if some fundraising couldn't be done to contribute to any enhancements, things that are new. Then I think what the CDD should expect to cover is the year-to-year maintenance cost of it, but not huge improvements. We are talking about a significant sum there if we go with the concrete, which might make sense from a maintenance perspective going forward. I don't know that this needs to be done in FY 2023. I think definitely we need to invest in it, but I'd like to see what the members of the group can contribute as well and what shorter-term options might be in terms of

maintenance leveling out of the court, compare what the minimum would be. I think we've heard what the middle optional is, which is the $25,000 cost, and what the high-end but long-term probably prudent option of $50,000 to make it concrete and rubber. Sometimes we take into account the contribution that the group itself is making and the effort being put into that.
Mr. Costello: Approximately how many people use the bocci courts?
Resident (Unidentified): We had about 85 people in the tournament. It's used pretty heavily three days a week as an organized group.
Ms. Landgrebe: Remember, we keep our amenity costs, our assessments really low compared to other communities. So I see no reason not to suggest to various clubs to consider fundraising to enhance the amenity.
Resident (Unidentified): I'll take it back to the group and see what the feeling is.
Ms. Landgrebe: I hope it's the original folks who did spaghetti dinners and various other things.
Mr. Howison: I don't disagree, but I wonder if we should put some funds in for this year, if the group could raise part of it.
Mr. Costello: My other thing is, we look at refurbishing the pool or how many people use the pool? Are we asking money when we're looking at putting in the pool table in. We're not asking for money from them.
Mr. Howison: Exactly.
Mr. Costello: We haven't done it. It's passed practice that we have maintained whatever amenities we have.
Ms. Landgrebe: Then we need to increase our assessments.
Mr. Realmuto: I agree. I agree that the CDD accepted essentially the maintenance responsibility for it, but what's being proposed is an improvement, not simply maintenance. We're talking about replacing the wood trim, the concrete curbs.
Mr. Costello: Redoing the pool it's in the same category and we don't charge people to go to the pool.
Ms. Landgrebe: No, it's not. Mr. Costello: Yes, it is.
Mr. Howison: Sure it is.

Ms. Landgrebe: To have the tiles and the cement not cracked, is a basic maintenance.
Mr. Howison: If you’re a bocci players to have the boards not warped is a basic, and the base fixed as well. I'm not thrilled about spending a lot of money now, but this is an amenity that this community agreed to maintain or at least support.
Mr. Plummer: I think we need to take care of the amenity. If they want to raise it to the level of the concrete underneath it, maybe they can help in that regard. But we ought to maintain what we've done and make them useful.
Mr. Costello: How many of you think the same? I don't want to spend the money on anything, really. You know that the alternative is, if it's for free, it's for me. But at the same token, we should be maintaining what we have out here.
Ms. Landgrebe: Maybe basic maintenance, but again we're talking about. Mr. Costello: We'll do basic maintenance of the pool then too.
Ms. Landgrebe: Then we'll come to your house and swim. Mr. Costello: Come on over. I don’t care.
Mr. Realmuto: I think we should move along. The question really is, what amount we want to include in the FY2023 budget or beyond. I feel inclined to suggest a partial compromise and maybe include $20,000 with the idea that they might come up with the balance.
Mr. Howison: They also said that if the carpet isn’t replaced, we could save about seven grand, so maybe let's go $17,500.
Ms. Wells: This quote too is from October 2021. Mr. Howison: Maybe we put 20 in.
Ms. Landgrebe: Well, we don't need to cover, so they can reduce that.
Ms. Wells: Agreed. We just have to get a revised quote. I didn't realize that they included covers because when we met with the contractor, we told them the covers were fine, they agreed the covers were fine. I actually didn't notice that it was in there until recently. We just have to go and get a revised quote on it, but Supervisors can come up with the amount or I can come to the next meeting with a revised amount to consider.
Mr. Realmuto: The actual number, I think you said was $22,000 Ms. Wells: It was $23,732. It's approximately $11,866 per court.

Ms. Landgrebe: Both courts have warped boards?
Ms. Wells: I can take anyone out there that wants to see it. When we went out with a contractor, they explained it to us.
Ms. Landgrebe: The covers were how much?
Ms. Wells: I'm not sure. I was just throwing an amount. Roy said 7-8 thousand I had said nine. I think it's somewhere in between there.
Mr. Plummer: The quote is a year out. I would say we put 20,000.
Mr. Howison: If we don't have to spend that much we won't obviously. Believe me, I don't want to spend any of this money. I will say that I'm going back that we've approved
$30,000 for flooring that could probably last us another year if we really needed it to.
Ms. Landgrebe: Roy when you go back to the community, I'm hoping that the bocci club will consider, if we want to enhance this method at the bottom in the rubber pad. You've got to get folks like spaghetti dinners or something. So talk to them. Thank you.
Mr. Realmuto: Sounds like we're ready to move on.
Ms. Wells: Sure. The next item is on the opposite side. It's the tennis court color coat. It was an item that was in the reserve study to be done last year and I believe Supervisor Costello met with the tennis group. They agreed that they could go another year. I'm not sure. I can go either way with the tennis court when looking at it. I don't know if we want to get with the tennis group again. Shuffleboard court was on the same schedule to be refurbished and I know we looked at that area and it did not need to be refurbished which was taken off from last list. I have not had any complaints about it. I know we need to get out there and pressure wash. We're trying to take care of some areas around here. We can go out there and pressure wash.
Mr. Costello: When we spoke to Phil and it was probably at least a year ago. He agreed that it could go another year or two. We had somebody else who, I want to say this woman I thought was a professional tennis player or something. She had looked at it, and she said that it wasn't that bad and the biggest part of it is the safety hazards. That's where my concern will be if it's a safety hazard, that's one thing but I really think that we could probably put that off until the following year.
Ms. Wells: I would agree. I would think though, if we do put it off until next year, we'd really strongly want to look at doing it next year. The purpose of the color-coat is to

protect the surface so we don't have to do surface replacement so often. So I would think if we do put it off, we'd want to seriously consider doing it next year.
Mr. Realmuto: I really think the decision point is when it needs to be done to protect the court. It's not as much a cosmetic thing. It's a maintenance thing.
Ms. Wells: It is wearing off because I know there was an area that we had tried a pressure washing technique and it did not work and you can see that area is now faded. So you can tell that it's breaking down some, but I do agree that it could possibly go another year.
Mr. Costello: One of the biggest things there is that the lines on the court, and all that, you have to be able to tell whether the ball is in or out.
Mr. Realmuto: So you said this can wait a year, Christine are you saying, you're suggesting putting it in the future FY? The same amount is in the future FY column.
Ms. Wells: The next is Ashton Club Drive repavement. The only change I made from when it was presented at the budget workshop is I just took the amount more in line with what the reserves study had stated. It was $103,000 and some change in the reserve study based on the $41 per linear foot that we have for current pricing. So if we do get the tougher contract though, I believe that will go down even more from what we have here.
Mr. Rayl: If we're looking at Dunmore, if you take the length from Dunmore to Ashton Palms it's almost 3,700 feet, above 7/10 of a mile. If you apply that $41 a foot which was based on the Triple A top quality asphalt bid from 1,600 feet of Berwick. Again, that bid is getting a little bit of age on it. Extrapolate that out and apply it to that length on Ashton Club you're at about a $150,000.
Ms. Wells: What was that number again? How many linear feet? Ms. Landgrebe: 3,700 feet.
Mr. Rayl: Right under 3,700.
Ms. Landgrebe: And Alan is that because the rest of the Ashton Club you don't feel it needs to be repaved like the one close to the cul de sac?
Mr. Rayl: The score from the inventory, I have a version here on the western section of Ashton Club, it was a 39.5. Then if you go from Ashton Palms to the end it was

a 79. There was significant difference and that's based on the trips that are on the road. Significant difference in the defects that were noted in that section.
Mr. Howison: Just to point out, we have saved $161,500 dollars so far by eliminating certain columns. If we move this up to 150,000 then the total actually moves now from 557 to 6018, which means we need to save $361,800. $150,000 will take us a long way toward that. But it means that we're going to need to pack capital budget into the coming fiscal years. It also gives us a little leeway to make decisions. We still have to talk about the restaurant contract and in total that's maxed. So I would suggest we move this out.
Mr. Realmuto: My only concern with moving it out is to my layman's observation of the condition of the road in various areas, some specific areas are in much worse shape than others if you consider the whole distance to Dunmore. I'm thinking of a couple in particular, directly in front of the clubhouse where there's a lot of spider webbing. I remember when the pond level was higher, you could see water percolating up. I wonder if there aren't specific areas that are going to need attention sooner as to help avoid damage to the underlying surface rather than consider a complete repavement. That would be my concern with differing it.
Mr. Howison: Well, I agree. But if we accept this, then we're way out of whack. We're not going to meet your 240,000. That's all. My question is, can we reduce what's being repaid into.
Mr. Rayl: Steve, you’re correct the area out here from the clubhouses is the worst segment of the road in its entirety. You could turn that into an area of repair instead of a wholesale rehabilitation of the whole street. You look at a smaller area of this clubhouse and use that on your normal pavement repair budget.
Mr. Howison: If we were looking at the Berwick section still, could we consider doing Berwick and then from Berwick, perhaps to Ashton Palms, something like that? I understand the numbers would change.
Mr. Realmuto: But that would be the most heavily traveled section of the road.
Mr. Costello: The only thing there is, a lot of your heavier stuff, the heavy RV’s turn in that way. This is one of the things you have to take into consideration as far as the

deterioration of the road. Coming from my house over the year, I don't see that many problems.
Mr. Howison: Good point.
Mr. Realmuto: If you look at the number of houses that are serviced by both Berwick and then going east of the clubhouse, that's a significant number. That's probably roughly I would suspect that at least half, if not more.
Mr. Howison: But we've got a set budget, so maybe we go ahead and throw 75 or we just pick a number. It's not going to be exactly right, but at least we get something in the budget.
Mr. Realmuto: The thing is it would seem to be prudent to do it at the same time as Berwick and it's contiguous and you can't argue it's two separate projects.
Mr. Howison: Right.
Ms. Landgrebe: I think you have to include Berwick to Dunmore, go from the clubhouse to Dunmore.
Mr. Realmuto: I respectfully disagree as the engineer said, the most serious problem is right here in front of the clubhouse, and I think the area between Berwick and the pond is the most important area that has to be done. Is there a way to get an estimate for that Alan and what we include where?
Mr. Rayl: Yes.
Mr. Realmuto: What would that amount be?
Mr. Rayl: To be determined by the contractor. But I can look at it, looking at it right now it's about 1,700 feet from Berwick all the way to the edge of the Palms. I remember some of that deteriorated section was East of the clubhouse. But we could take a look at redoing Berwick to the Boulevard and then Boulevard to Ashton Palms.
Ms. Landgrebe: Why don't you just do it to the clubhouse?
Mr. Rayl: Because the clubhouse doesn't matter, it matters what area of the road is deteriorated. So we would look at that.
Ms. Landgrebe: The parking lot. That’s what I mean. Mr. Rayl: This is pretty bad right here.
Mr. Realmuto: I have a question, are we planning on doing Berwick this year? So we're talking about essentially putting the $75,000 complete in this fiscal year and

deferring the rest for the future. Is that what we're talking about? By not doing it this year, it's more like capital.
Mr. Howison: Then we get more mobilization and so on.
Ms. Burns: The $75,000 in the current fiscal year and the rest is for the future. Ms. Wells: We’re getting down to the contingency funds that we normally have. It's
HVAC for $27,000. We normally put in 25 for any AC replacements. We increased it slightly just due to inflation.
Mr. Realmuto: Just so we don't look past the previous item, I want to make sure Jill recorded this. The Board's consensus was $75,000 this year and add to future fiscal year 75k. Is that what you got?
Ms. Burns: Yes.
Mr. Realmuto: The HVAC amount has been pretty consistent.
Ms. Wells: It has, and it's one of those things we only use if we need to use it. We haven't gotten close to using all of ours this year either. It's there if we need it.
Mr. Realmuto: Objections to including that in the capital budget? Mr. Plummer: No objections. Next item.
Ms. Wells: Okay. Next item is asphalt and curb line repairs $20,000, which was recommended by the District engineer at the budget workshop.
Mr. Realmuto: These are the kinds of things that I think we have to budget.
Ms. Wells: Okay. Just tell me if you don't want something budgeted there and we'll go from there. I'll just assume everything is being added to the Fiscal Year 23 budget. The next item is golf course pathways for $10,000, golf course bridge maintenance for
$30,000, pond repairs for $10,000, and paver maintenance $11,500. That amount came from the reserve so I'm just going to stop on that one because we haven't put in that one in the contingency fund in previous budget years. The amount is coming from what's recommended in the reserve study for any pavers. It's the entrance way as well as the circular drive and surrounding areas, is how it's listed in the reserve study.
Mr. Realmuto: Will that amount cover all of it?
Ms. Wells: No, it would not. We just basically took that amount and broke it up. It would not cover that. I think the entire amount was around $300,000, which I don't think they would ever be a time where we would need to replace all the pavers in that area. I

do see some areas at the main entrance on the exit side that may need some repair. Obviously, we would not use it if we didn't need it. They're starting to separate a little bit like we saw about five years ago, six years ago. So we may need to come in and do some maintenance in that area.
Mr. Realmuto: We went through three items really quickly and I did have a question about the golf course bridge maintenance for Lloyd, I guess. Do we need the full $30,000 or could we get away with say half of that? I'm just wondering if it's being contemplated.
Mr. Howison: It's uncertain. The program that we defined called for pressure washing and sealing every year. Sealing is absolutely necessary every year. There's no compromising on that. We don't know whether we're going to need a power wash each year or not. We've lived without it, but that's why it's included in there.
Ms. Wells: It also includes replacement of 40 boards. Mr. Howison: Yes, replacement of the boards.
Ms. Landgrebe: A year? Mr. Howison: Yeah.
Mr. Costello: That's up $5,000 from last year? Mr. Howison: It is up $5,000 from last year.
Mr. Costello: But I mean with inflation and everything being the way it is.
Mr. Howison: Actually it's down $2,000, because we had $7,000 in general fund and $25,000 in capital. So we've actually reduced it $2,000.
Ms. Wells: Yes.
Mr. Realmuto: So it sounds prudent to include in the budget.
Mr. Howison: But let's try not to spend it if we can help it. Just talking about pavers, I don't know if anybody else goes to the ATM machine, but I really need one line to be longer than the other. I keep feeling I'm falling into the street.
Ms. Wells: The next item is pond repairs for $10,000. That amount was recommended by Alan. We were at paver maintenance $11,500 and then restaurant equipment is $16,000, which again, we normally budget $15,000 for equipment replaced and we just increased slightly due to inflation costs.
Mr. Howison: If we were to approve all of these from HVAC down, we would pay
$297,000 and we still have the pool outstanding for consideration?

Ms. Burns: It does include, I think you're also putting the $75,000 which is coming from this fiscal year, not 2023 as well for Ashton Club.
Mr. Howison: I’m leaving that in this fiscal year. Ms. Burns: Okay.
Mr. Howison: If we include that $75,000, we're up to $372,000. Mr. Realmuto: You and Jill are in disagreement on that.
Mr. Howison: We will get together.
Ms. Wells: Well, while they're working on that, I had a note down here because when I did talk to the leader of the billiard's league, they mentioned the additional table again. We do have the option to get an additional table now. It's a used table. The most it would be is $2,900 depending on what we want to cover it with to add three tables into the billiard room. There's a couple of options. We can use the current setup. We would not need to do any electrical repairs, we would just need to add the table, add lighting, and we'd have to find another place for the poker tables or there is a plan that he had drawn out that includes all three tables in a different configuration that would allow the poker tables to stay there, but that would incur electrical fees because we'd have to move the lights. I believe it's going parallel to the walls.
Mr. Realmuto: Before we get into the fees and how it would be positioned, because the question of whether or not we want to make this improvement and if it would be an improvement or an addition. I think I stated before and I've tried to be consistent between groups on this, I'm much more inclined to support it if they're contributing to it. For example, I think you mentioned we can get the pool table for $2,900. If they were able to raise half of that maybe, or all of it. Then that's something that I'd be much more interested in rather than having it come from an already very tight budget.
Ms. Landgrebe: I think one of the thoughts with that is with the card tables, poker tables, whatever they are, consider making a media room or a multi-functional room.
Ms. Wells: The only reason I was even bringing up the pool tables here is if it's just the pool table, that's something that probably doesn't even need to be in the capital project list. If it's moving of electrical, it's a little bit bigger project. So I'll just go back to the leader of the Billiards Group and just let him know, see if they're willing to do any fundraising to get that item.

Mr. Realmuto: My question again, having skipped to over paver management and restaurant equipment on paver maintenance, do we really want to include that in the capital projects fund or do we have some amount available that could come out of repair and only address what absolutely has to be? Again, I don't think we need to replace pavers, unless there's an issue with them. We've experienced those before, but they tend to be very limited areas as opposed to wholesale replacements because people think they're getting old and faded.
Ms. Wells: I agree we could go down from $11,500. If we do need to do something at the entrance way, it's not something that's going to be able to be covered under our maintenance budget. The couple of items that Matt's working on in the Circular Drive, where there are some pavers that are sticking up, that's easy stuff that we can take care of. I think you could come down from $11,500. I don’t know if you want to get rid of it completely. Obviously, right now it doesn't need to be done, but anything could change in six months to a year. I don't want you guys to not have planned for it.
Mr. Howison: Where are we with the numbers.
Ms. Burns: I have $219,500, not including the $75,000 that was slated for current year. If you include that, it's $294,500. So for everything that was added to fiscal year 2023, I came up with $219,500.
Mr. Realmuto: That includes the paver maintenance and the restaurant department?
Ms. Burns: Yes, but not the pool.
Mr. Plummer: Let's go back and look at the pool. We left everything else the same as it was. We're leaving the pavers as is. Let's go back and look at the pool. I'm trying to meet Steve’s number.
Mr. Realmuto: I guess it depends how conservative we want to be. Remember, if we don't spend it this year, it's in the capital reserve fund for next year.
Mr. Plummer: We talked about not doing the resurfacing of the pool. We talked about just doing the tiles, which would use the $66,000.
Ms. Landgrebe: But you can empty the pool, so are we back to do we want to replace the carpet?

Mr. Howison: Yes, what about the flooring? Move the flooring out one year and then do the pool? I don't know, but it just strikes me that the flooring sounds ridiculously bad.
Mr. Plummer: You're suggesting delaying the flooring?
Mr. Howison: Replace carpet, tile. Leave that alone for a year and then do the pool.
That would allow us to do the pool pretty closer together.
Mr. Realmuto: I believe the pool doesn't need to all be done at the same time. Ms. Wells: I do too.
Mr. Costello: How much are you putting up to redo the pool? You should be cooking spaghetti or something in order to raise money to redo your pool. I'm sorry. If we're going to do one thing for one group, we're going to do it for every group.
Mr. Realmuto: When they were asking for an additional spa, I believe it will be right.
But I don't believe you're right necessarily.
Mr. Costello: They’re not asking for anything additional. They're asking for maintenance on what's existing.
Mr. Realmuto: Lloyd's proposal sounded very reasonable to me, the floor could be more easily deferred than the pool maintenance.
Mr. Howison: We can do it all at the same time with the ballroom, and maybe somebody cuts us a break.
Mr. Costello: In all seriousness now, how many bids do we have on resurfacing that pool?
Ms. Wells: Right now? We have one. So it could be a lot less than that. It could be more than that.
Mr. Costello: More than that.
Ms. Landgrebe: Yeah, but understand why we only have one. Because there's no vendor. They all know we're budget tight. They're not going to give you their best numbers for a budget, if they're even going to respond. So we went with what numbers Christine could get, then whenever we approve, she'll go back, whether it's for wherever and get the best up-to-date prices, which will probably only be valid for 10 days, and we have a meeting not for months.

Mr. Costello: Maybe we're going to have to have an emergency meeting. We've had it before.
Mr. Realmuto: I don't think there's an emergency in the pool, but if we didn't take care of the pool items, there would probably be a lot of maintenance that has occurred in the last year with tiles falling off and then we need to reaffix one at a time, and that uses our staff time. Part of the pool proposal is to add an additional handrail above each stair entrances. That's an improvement. We've gotten along with what we have for a long time.
Mr. Costello: That's a safety matter.
Mr. Realmuto: Hasn't it not been a safety issue for the last 20 years? Mr. Costello: It has.
Mr. Realmuto: I hear there are residents having an issue with the lose covers on the handrails, and that causing more of a problem than the lack of an additional rail. If we were going to do it, maybe put it one. Why do we need two?
Ms. Landgrebe: We have a lot of older people. People are aging. You may the aging younger than we are, but people are aging, and watch them when they're going in. It is a struggle. We need the handrail.
Ms. Wells: If you're thinking of getting it done anytime soon, you don't want to do it when you're doing this.
Mr. Plummer: Quite frankly, I'm aging as this meeting is going on. I think that what we should do is basically Louis said, take out the carpeting and correct the complete pool issue and move forward, and that's a little over 240.
Ms. Wells: We could shave down the paver maintenance. Mr. Plummer: I think you just leave it alone.
Mr. Realmuto: We can see as the year goes on.
Mr. Plummer: Again, if it's in here, it doesn't mean we spend the money. It's a budget. We're okay on that? Next item on the agenda.
Ms. Wells: There are a couple of changes to the budget itself. I did get the numbers back for the 6% increase on lake and pond maintenance. The mitigation areas are going to go to $41,594.40.
Mr. Realmuto: For everyone's benefit, we're under the budget on Section B, I believe. Section 6B.

Ms. Wells: Lake and pond maintenance is $49,544.40, and the mitigation, which should be right underneath there, is $41,594.40. I confirmed those amounts with Applied Aquatic. Then there was an additional change with the security fee; Bob, did you want to talk to that? I can give them the amount once you give some background.
Mr. Plummer: Discussion with the security folks, obviously, they're starting to look at the minimum wage increases to meet the standards, and instead of waiting and putting in that full amount, their suggestion was putting in part of this years and part of it in the next year to meet that amount when it gets here so it's not a headache on the other budgets.
Ms. Wells: It's an increase to $310,273, that would be the annual amount for security.
Mr. Plummer: Yeah. The thing it does is it helps them with retention as well. Ms. Wells: It's a five percent increase.
Mr. Plummer: It also gives them part of the wage or the minimum wage that they have to get.
Ms. Wells: The minimum wage goes up in September 2022. They thought it would help with retention and recruitment of any new security officers.
Mr. Plummer: Any further discussion? Hearing none, we will move to the next item.

SEVENTH ORDER OF BUSINESS	New Business
A. Discussion  Regarding  Contract  with  Metz  Culinary  Management
(requested by Supervisor Realmuto)
Mr. Plummer: Next item on the agenda is the Metz contract discussion.
Mr. Realmuto: Looking at Metz’s contract, this was put on here a week in advance of the meeting so we had the opportunity to discuss and make decisions on that. During the budget workshop, I think Supervisors talked about perhaps making changes to the contract. This will be the place to discuss that, as well as if we wanted to take more drastic options. This would be where we can do that. I don't think we want to take anything too drastic on that.
Mr. Plummer: We had pretty much entered into the plot of that discussion earlier in the meeting. I don't know if there's anything else that needs to be gone over at this point.

Mr. Costello: I think at this point, the one that really we should be asking the question is our attorney as for as, what do you feel could be done in order to bring everything? There's been so many changes to what's going on. Like Debbie brought up we started at seven days, we’re down to five days, just so many variables here. Are we better off contacting them and seeing if we can sit down and just review this entire contract and see what we can do moving forward?
Mr. Plummer: First part of that is we did a task Mike with talking to them about that exact information. So until we get our reply back, I'm not sure where we go with this conversation.
Mr. Realmuto: Strictly from a financial perspective, my concern is with predictability. That's what I'm concerned about. Even with the best estimates of what he suggested that they can stick to be $10,000 a month, we are $60,000 over our current year's budget. So my discussions with him are going to focus clearly on the financials and predictability and certainty about what the worst case is going to be in holding them to that.
Mr. Costello: As far as predictability goes, I was away last week and the other night when I open it up and looked and I saw that we're spending $25,000 this month alone. And look potentially, summer is coming; it isn't going to look any prettier. We have to do something in order to define this contract a little bit better. I'm not blaming them, I'm not blaming us. All I'm saying is, we cannot continue to spend people's money the way it has been spent. This is ludicrous. If this was a business and you own it, guess what, you better have some really deep pockets because we're spending a lot of money. I want to see a restaurant here, but I want to see it to be the one that is affordable. When you've spent $200 per household, and you haven't even eaten a meal there; this is not a five- star restaurant. Don't get me wrong, I don't expect one, but I'm saying we've got to bring this into reality in some way, shape, or form. The only way I can proceed doing it is through having our attorney contact them or getting her opinion at least as far as what can we do in order to bring this into reality.
Ms. Carpenter: There's two options. As you said, there's a 90-day termination for no cause for any reason whatsoever. So if the Board chooses to go that route, that's what you can do. There's also a provision for dissatisfactory performance, that if we in writing

tell them, we are just satisfied with the performance, they have 10 days to respond. That's probably what it sounds like the Board is leaning to a formal dissatisfaction, laying out the budget, and then negotiate, and I think Steve with the financials is already planning to be discussing with them. But it doesn't make sense to do a formal “we're dissatisfied” so they know that there is a chance of termination.
Mr. Costello: Sorry to interrupt you, but unlike when this contract was written, I would like to see our attorney in there. I know it's going to cost us to have you do it, but I would like to see you involved in any action with this contract.
Ms. Landgrebe: Let me ask the tough question. I think we need the right attorney who has dealt with restaurants and stuff. Jan, I know you've been great.
Ms. Carpenter: I have a degree in hotel and restaurant management undergrad, so I have experience in the financial side of a restaurant business. In negotiating our leases, we represent one of the large theme parks in Orlando, so we do quite a bit of restaurant leasing. I do have the expertise.
Ms. Landgrebe: Are all those leases similar to this one where we pick up everything?
Ms. Carpenter: This is a management contract. This is a tax issue that would have to be approved by tax attorneys. A management contract is very different from a lease. It has to meet the requirements; it cannot be sharing of the profits and losses. It is a flat fee for managing and then who pays what expenses are listed out. This is very typical.
Ms. Landgrebe: When you look at who pays for what? We pay for everything, so what is it they pay for?
Ms. Carpenter: That's part of the negotiation in a management contract. We own it, we operate it, they come in to manage it.
Ms. Landgrebe: But wasn't it part of the contract as to who does what and it was you who were charged with that contract?
Ms. Carpenter: No, I received a budget. I negotiated the contract but based on the budget that was negotiated outside. I didn't negotiate who did what.
Ms. Landgrebe: It seems we have things for clarifying. It seems like we need a better who does what.

Ms. Carpenter: If they're willing to do that. This did start from where Metz normally goes, but I think that's discussions that Steve and I could have with them or Steve at least would begin with discussions, and then we come in and try to figure out and negotiated with their counsel.
Ms. Landgrebe: My concern with the Supervisor being in charge of them is it didn't fare well last time that happened. How do we not fall into this?
Mr. Costello: This is what I am saying. This is why I want the attorney to be in on any negotiations that go on from the very beginning. Like Jan just said, she has a degree in hotel management or whatever.
Mr. Plummer: I think we all agree. We can go back and beat ourselves up about what we did, but we're moving forward and Steve on the money side and Jan on the legal side, if they can get together and work that out.
Mr. Realmuto: I have no objection to Jan being involved. I think Mike and I might want to have a more informal discussion to start just to see if we're on the same page and direction and then bring Jan into it. I have no problem with that.
Mr. Costello: You've got to remember that from the time that we started with Metz, these numbers, and I get the pandemic report of it, the only thing being is that I remember asking them point blank, will the pandemic affect? They said no we are a big corporation. But the numbers have changed so dramatically that quite honestly if somebody would have told me it was going to look like this, I would have said no way, we just can't do this to our residents. In reality, we're doing it to ourselves.
Ms. Landgrebe: Our residents have to take a portion of the blame as well because we can be nitpickers but on the other hand, we've had lack of consistency. We can go over all these things.
Mr. Howison: There's no need to rehash everything.
Ms. Landgrebe: We’ll just say we're going to have Jan to be an active participant and listen on her expertise as well.
Mr. Plummer: I think we've agreed to move forward in that regard. We can continue to rehash it here, but I think we've decided that Jan will be involved and Steve will be the numbers person and we'll go forward there. Obviously, any final decisions come back to this Board anyway.

Mr. Howison: That addresses how do we not make the same mistakes. Because it comes back to the Board.
Mr. Plummer: Exactly.
Ms. Carpenter: As part of that, I think we can give a formal written notice of dissatisfaction. I think they certainly have heard this but we've never complied with our obligation under the contract to give written notice. It isn't a termination, it isn't anything, but it is a formal written notice.
Mr. Realmuto: But the only reason for doing that is to allow the option to terminate in 10 days. That seems to me, to be unnecessarily escalating things at this point. We have that option in any meeting. I'm not sure I feel the need to do that.
Ms. Carpenter: But this is actually a different provision of the contract and this is one that Metz has requested in their contracts. I think because we're going to be asking them to stick to the contract in certain areas, that we should be sticking to the contract and give the formal notice required by the contract. Again, it's not a termination. This isn't keyed to that 10 days of default, this is just that we are dissatisfied and giving a written notice.
Mr. Costello: This is protection for ourselves. Ms. Carpenter: Yes.
Mr. Howison: But I should remind you also that we have, for the past 30 days, asked for and gotten a 30, 60, 90 plan. We've also made a decision today to close on Tuesdays and Wednesdays. I'm fine if we need to do the 10-day notice, but I think we also need to look closely and see what the results are.
Mr. Realmuto: Let's be clear, this isn't a 10-day notice Jan says. Ms. Carpenter: No, this is not it. We can hold off if the Board wants.
Mr. Plummer: My opinion is to hold off on that letter and see how this other works out before we go that route. I think that trying to work with them and at least show that we have good faith in working with them, we expect the same thing from them.
Ms. Carpenter: I can attend meetings by Zoom and do what I can to keep the cost down as well.
Ms. Landgrebe: Thank you.

Mr. Realmuto: I think that will work. I've heard everything the Board members have said and I agree with most of it, so I've got direction. I just want to say that I'm looking strictly at the financial pieces. I have no desire to put myself in the position of managing a restaurant, I absolutely decline that. We're trying to get on the right track financially, I'll manage that with no more.
Mr. Plummer: We know which way we're going in that regard. We'll move on to the next item on the agenda.

EIGHTH ORDER OF BUSINESS	Monthly Reports
Attorney
Mr. Plummer: Next on the agenda is the attorney's report. Ms. Carpenter: I don't have anything else this month.
Mr. Plummer: That’s the kind of report I like.

Engineer
Mr. Plummer: Next item on the agenda, the engineer's report.
Mr. Rayl: I'll try to keep mine brief. I would say one thing that Jan and I have been working on, we're meeting with counsel from CDD II. Sarah got back with us in email, she has requested some maps on our side, and there are some maps I'll be doing on their side as well.
Mr. Realmuto: I'm sorry. What is this in regard to? Mr. Rayl: The District golf course, the District limits. Mr. Realmuto: What was Alan's involvement?
Mr. Rayl: We had to compare some maps and legal descriptions. Mr. Realmuto: We have to or they have to?
Mr. Rayl: Both.
Mr. Realmuto: There was an agreement that covers who pays for these costs? Ms. Burns: It’s just legal.
Mr. Realmuto: Our only obligation is legal fees. I want to be sure if it's billed right by Alan.

Ms. Burns: Yes. Anything related to the boundary amendment is being billed, anything regarding the exhibits prepared to boundary amendment are being paid by Lake Ashton II.
Mr. Rayl: I just wanted to let you know I was working on it since it wasn't on my report that I provided for you. If you would see that report, there's a lot of things that have been completed so far. I can briefly go over them. Right now with Berwick, that failure at Waterford, the repair is underway. The asphalt has been removed; you can see some of the void that was there in the base. I did not see the contractor out there when I stopped before the meeting but we're monitoring that work. Also, we're inspecting the last area to be repaired on our ponds that will allow us to complete two certifications back to SWFWMD. I’m going to go look at that after our meeting today. I think we've covered the bridges. The demo has been completed and we've discussed that. It was actually done with less disturbance in the wetland area as we had expected. That was good. We recommended today and I think we sent it to Christine and Jill, the contractor invoice needs to be paid for that work. Then the schedule for the board replacement I understand is the week of May 23rd and 27th when the course will be closed so those efforts are being coordinated. Nothing new on the pavers at the entry other than we recommended to try to coordinate with the golf course on pressure testing. There are irrigation lines in the area so we are seeing if there are any leaks identified that way. I'm working with Christine on my own and Dave Wilson with the golf course to coordinate that. The area reported at pond 8 near the entrance that we had some erosion on the pond. We've requested bids for contractors to repair that, and that will include filling the voids in the cart path and we will put down sod to restabilize that soil. We're continuing to work on the stormwater needs analysis that has to be submitted by the end of June. Nothing really much there, it's just assembling of data and costs starting with expectations and future maintenance. Regarding the cooking oil container we've got a design for the new area to relocate that container, where it would be isolated. If there's ever a spill onto the pavement it will drain away from there and we'll be getting that out to contractors. It's going to be concrete work at the inlet and some pipework. That'll be about it. We'll be sending that out to contractors to get bids on this week and I'll report those back to the Board as soon as they're in hand. Then I had under pending projects just normal all other things. We don't have anything

set up yet for any next round of pavement repairs. I’ve been coordinating with Jan across this last month, and Tucker Paving, on their contract piggy banking that we discussed that at previous meeting.
Ms. Carpenter: So the board knows, I did put together a resolution and got all the required information to do it legally, it took a little teeth pulling from Tucker but we have the information. All we need now is the proposal for whatever work they're going do and you will have a resolution for the next board meeting.
Mr. Realmuto: Didn't we say we're going to do them together and the work that we talked about doing the $75k we allocated for Ashton Club Drive would be done at the same time as Berwick?
Mr. Rayl: Yes. We can go out for bids for that to be the new complete project. My understanding is what we had previously which was Berwick from Waterford South and then we would go on Ashton Club, from there to Ashton Palms.
Ms. Carpenter: If we're going to use the piggy-bank concept then we just need a proposal from Tucker for the Board to approve and then we can do a contract.
Mr. Rayl: Unless you want more than one quote, otherwise we're only dealing with Tucker.
Ms. Landgrebe: Well isn't Tucker the negotiated county approved? Ms. Carpenter: Yes, the county has already negotiated with them.
Mr. Realmuto: And that contract price that was the lowest price, so I don't see a need to.
Ms. Landgrebe: So that would be one price then.
Mr. Rayl: We would ask them to do that as one project.
Mr. Realmuto: Yeah, I think that's makes sense. Let's do it, make it happen, one mobilization charge.
Ms. Landgrebe: Will they just do it, like here’s the Berwick portion, here’s Ashton Club portion, so that we can keep them recorded?
Mr. Realmuto: That's simply a question of a linear feet, right? Ms. Landgrebe: Well that's with Alan, right?
Mr. Rayl: We'll apply the lengths of each segment that's been approved as appropriate.

Mr. Realmuto: I did have one quick question on the bridge repairs. You said it was going to go from the 23rd to the 27th. Does that include the pressure washing and waterproofing after the boards are replaced?
Ms. Wells: Yes.
Mr. Realmuto: Okay. Thank you.
Mr. Rayl: That’s all I have for the Board today unless you have any questions. Mr. Plummer: No further questions for Alan.

Lake Ashton Community Director
Mr. Plummer: Next item on the agenda is the Community Director. The floor is yours, Christine.

Focus 2025 Review
Ms. Wells: The community draft report was included in the agenda packet, just for the sake of time, if anyone has any questions on that, I didn't have anything specific to point out. Anyone have any questions on the community director report? The project tracking list, I just had a couple of updates. The horseshoe pit refurbishment is done and completed on Friday. I want to thank the volunteer who helped us tremendously with that project. Put in a lot of time and effort in that, so I definitely want to thank him as well as Matt and Jared. A lot of time was done with that. I think the last thing that we have to do is just fill in the old pits with a couple of pieces of sod. But the new pits are completely done and ready for use. The restaurant redesign project, they're in the process of recovering the panels that are going to be recovered in plain fabric. They've recovered two of them already. They're scheduled in the craft room today and tomorrow to continue recovering those panels, and as we get the fabric panels done, we're going to try to hang them as quickly as possible.
Ms. Landgrebe: I believe the volunteer heading there put a request out on some of the social media sites.
Ms. Wells: Yes. Any volunteers that want to help in this effort, definitely would appreciate any volunteer help. The applying of the sealant is going to happen on the 23rd through the 27th, so we'll put out some media and include it in the LA Times letting residents know that the bridges would be closed out to all pedestrian traffic. Essentially

that would be the entire course. It’s during aerification. We've coordinated that with the golf course so they may be sending out blasts as well regarding that. Are there any other questions that anyone had on the project tracking list? Bob, did you want to move on to the next quotes.
Mr. Plummer: Yes.

Consideration of Quote to Enclose the Activities Desk
Ms. Wells: The next item is the enclosed activities desk. This area, it was tough to try and put a memo together to explain but I've talked to everyone here including some residents about the project. I'm going to turn around now and I'm going to point a lot. Essentially where you see the office, it's already there with a big window. As tall as that is it goes up to the ceiling. It would connect into there and go basically to where the hutch is; if you cut off that countertop where you see the storage containers, that's about how long it would go. There will be a door cut out somewhere to Sheila's office. A half door going to the lobby would be in what is currently the media office. Basically if you cut Carolyn’s desk in half, the eastern portion would be an office, the Western portion would be another storage area. It would have double doors similar to this facing this side of the room. It would be a smaller storage area but big enough to store stacks of chairs and such. We'd be gaining a small storage space enclosing the area, so right now you wouldn't see that or hear that. I know it's been something talked about over the years as far as sound coming in during activities, by bridge a lot. I know there's some bridge players in here. It would just formalize that into an office area. The only thing that we may add to this after talking to some people is possibly a door so that Carolyn will be able to get out of her office into the ballroom and out. The way the current plan is in this quote is the only door in would be the half door that's going to be in the lobby area. Then you go into the smaller office and then into the other office. Did I explain that to where everybody understands?
Ms. Landgrebe: Help us understand why another door, like Sheila's office only has the one door. Why a door into the ballroom?
Ms. Wells: The only thing I was thinking is with having the offices basically stacked on top of each other, the plan would be is that the volunteer would be in the current media office that's there now, and if there is no volunteer, Carolyn will be in there. In the instance

that there's a volunteer there and Carolyn versus if they're dealing with someone at the door and Carolyn having to get out that way, she could get out to the right and not disturb what's going between the residents and the volunteer. Again, it was just an option. It's not included in this quote, so it's just an option. We could keep it just how it is, one way in and one way out like Sheila's office. Sheila's office is one office. This would be essentially two offices.
Ms. Landgrebe: It goes all the way up to the ceiling and the walls.
Ms. Wells: It would hook into the ceiling. The contractor recommended that. The ceiling would come down, but we wouldn't have to do anything with the fire suppression system so they recommended just connecting into the current ceiling tiles.
Mr. Realmuto: The change would be that residents would now be interacting with the activities desk through the door in the lobby rather than in the ballroom and that eliminates all the noise.
Ms. Landgrebe: I'm just trying to understand the side door.
Mr. Plummer: The side story is if there's a line of folks in the volunteers working with Caroline could get out of her office and go take care of whatever and not be interrupted by those transitions.
Ms. Wells: Or if there's an instance where there's nothing going in in the ballroom, then we get to handle residents from both sides.
Ms. Landgrebe: But then if you do that, you eliminate the whole purpose of closing off, whereas Caroline could help the volunteers in the front.
Mr. Realmuto: My only concern, Christine, I think I expressed this to you before is by utilizing a half door like Sheila’s as the space where residents interact with the activities desk. It's a fairly narrow space. Certainly much narrower than, I'm guessing roughly ten feet or so that's available now. I wonder if it needs to be larger or a window with a shelf in front of it, that literature would be left on like we do now in the lobby. Instead of having a door, maybe in the lobby maybe it's just a window and the door would be in the ballroom checkout to Caroline's office.
Ms. Wells: We could do that as well. That's definitely an option. This is a way to close it off from the foyer when that office is closed, there's not a window. You're going to have it blind in and things like that. That area is very small right there. It'd be tight to do

possibly a double door. We may be able to do a larger door. It's a possibility. It's just that area is very small when we're looking at the foyer. I'm trying to visualize two doors there. We can't go right up to this, there's a fire extinguisher out in the foyer. We couldn't go right up to that. We need space for that. You have to really look at it from the foyer area to see it. It's close. I was wondering the same thing. I forgot who brought that up but I was speaking to one of you and you brought that same item up, it's going to be close and it's just because we have that fire extinguisher there. We can't go all the way up to the door or all the way up to the wall.
Mr. Plummer: The fire extinguisher can be moved. It just needs to be in the same general area.
Mr. Realmuto: Again, the concern is not limiting the space available for interaction to one person, which is what a width of one door does. So if we can address that.
Mr. Plummer: I think that's a very good thing. A lot of times there are two folks dealing with the folks at the activities desk and if we put them out in the hallway, we want to do that. If not, the line will be down in the other hallway somewhere.
Ms. Wells: I would say it's going to increase this price obviously. The doors like he's saying is the biggest issue. I have tried to get feedback from him because if you see on the quote it says we only guarantee pricing for 10 days. So I recommend if Supervisors. Do you want us to move forward with that is to approve possibly and not to exceed amount that we can look at adding that double door there and move forward with this because time is of the essence with construction projects? We had two contractors that would not even come up and give us a quote, flat out told us no.
Ms. Landgrebe: One more question. Where are residents going to get photographs taken?
Ms. Wells: That was the other idea with having the door to get into Caroline's section. It would be done in the same section so either they would come in through the lobby or come into the ballroom. But if we do have just the one entryway, they could just come in from the lobby area.
Mr. Realmuto: The question is, what would you recommend, a not to exceed amount of $25,000 to cover the door to Caroline's office and the larger door to the hall or whatever because the solution is window to the lobby.

Ms. Wells: It should. He was concerned about the doors. So I would feel more comfortable with like a not to exceed 30. He was very adamant these doors especially. This would be similar to what we'd have was a double door like this here. Is that what you're looking for?
Mr. Howison: Why don't we look at something like 28? Mr. Realmuto: We need an amount now.
Male_55: I heard Lloyd make a motion that we approve and not to exceed amount of $20 and I'll second it.
Ms. Landgrebe: We now need a motion
Mr. Realmuto: Yes, we do. I'll make the motion that we approve not to exceed amount of $28,000 and Mike you're the amenities and facilities guy. So working with Mike as well.
Ms. Wells: If for some reason it's over that amount, which I don't anticipate it being, I will just come to the board.

Ms. Wells: Just so I have clarification, do the Supervisors want me to do the door from what would now be Caroline's office into the ballroom or not do that.
Mr. Plummer: Yes.
Mr. Howison: Yes.

Consideration of Quote to Raise the Cinema Chairs
Ms. Wells: Moving on to the next item. Supervisor Costello had brought up some concerns from residents about the seating height in the cinema. While Semco was here to give us a quote on enclosing the activities desk I had him take a look at it. The recommendation that he had was to install two layers of wood, 2 inch by 12 inch lumbar under three rows of seating, and to paint the wood black. For three rows, it's $3,500. We asked him to do some other options, to do just two rows which would be the back two

rows. Obviously, we'll work from the back to front. So three rows would be the back, three rows. If we do just two rows, it'd be $3,000. If we did all five rows it would be $4,300.
Mr. Howison: What's the concern? I don't get the concern.
Mr. Costello: The concern is we have people who have physical disabilities. The seats are low. Myself, when I sit in a seat sometimes, the older you get it’s hard to get up. Quite honestly, I can understand the concern there. Especially people with disabilities you really want to have concern for them. Like I said because people like myself without disabilities could use a little bit higher of a chair. The money that's involved, even the
$4,300 I don't think is super expensive, I think it's well within reason in order to assist our residents.
Mr. Howison: So they’re just the seats themselves.
Mr. Costello: They’re more or less going to put them on a pedestal, from what I understand.
Ms. Wells: The wood would go underneath where it's screwed into the platform now. I would tell you too when they measure the seats in the ballroom to that, it was not off by much, so this is going to bring it higher than the seat in the ballroom.
Ms. Landgrebe: I think we have bigger issues than the cinema. You’re right. When you sit on you are almost sitting on the floor, and then I watched some of the folks that have challenges and having the two-by-four or whatever they're going to use could to be a problem with tripping and whatnot. Not to mention the folks who come in late and then disturb everyone and they get upset.
Mr. Costello: They're going to still come in late and still going to disturb everyone. The wood is not going to obstruct the travel area of going into the seats. I mean you're going to still be able to walk in the same way, the only thing is it's going to increase the height of the chair by 12 inches. Like I said, so many of the residents here they have disabilities. Like I say a lot of times getting into this seat isn't hard, getting out is.
Mr. Realmuto: I don't dispute the concern or the need certainly. Even someone as young as myself has trouble getting up from a low chair or car after sitting for a while. So it's definitely something I think would benefit residents. My only concern is just it not being planned for in advance and sticking with our budget. As usual, I try to be fair to everything that comes up for consideration. Where in the budget of this is going to come from?

Ms. Wells: Probably clubhouse maintenance so we may be slightly over.
Ms. Landgrebe: I wonder if we shouldn't wait because at some point that room needs to be renovated with the chairs.
Ms. Wells: We renovated it in 2017. I believe it's the original chairs they were just reupholstered. So that would be another option as well is to replace the chairs.
Ms. Landgrebe: Let's do some electrical work that needs to be done in there.
Mr. Realmuto: Our immediate concern is replacing the projector on the next page. But there are other things that would also come as club house maintenance. My other question is, is this really an urgent need, or can it be planned for by including it in the budget for next year?
Mr. Costello: How much money at this time is left in there for doing this type of
work?
Mr. Plummer: You might as well go to the next item because they're both about
the cinema.

Consideration of Quote to Replace the Cinema Projector
Ms. Wells: The next item is to replace the projector, again it was renovated in 2017, so that's when the projector was replaced. We are seeing some issues with the projector. We've gotten quite a few complaints that the picture is very dark and that's after replacing the bulb. There have been times where it has been intermittently shutting down. We're not sure why, they were watching a show in there and literally it stays on for five minutes and turns off. We have no idea why. We've had Sound Waves come in here, they always attribute things to age, especially with technology. Technology changes, you put something in and immediately it changes. The quote here is a recommendation from Sound Waves. They're always going to recommend the most up-to-date technology. Me personally when I’m replacing technology, I always replace with the most up to date because it'll still be up to date for a little while. It's a 4K Pro UHD projector for $4,999, with installation it's $5,294.
Mr. Realmuto: Technology aside though, are they telling us the projector can't be repaired? Because I understand that the complaints about it being dim occurred after the lamp was replaced, is there a chance that you've put in the wrong lamp?

Ms. Wells: No. They didn't. They replaced the bulb. They can only replace the bulb for that projector. We got complaints before that's why we thought it was the bulb. Because usually when the bulbs getting down to the end of its useful life, you can see how many hours are left, you'll say hey, the bulb needs to be replaced. Even once they replaced with the brand-new bulb, it still was happening.
Mr. Howison: Shutting down intermittently is going to be a heat problem. It's going to be either the motherboard or it's going to be one of the boards.
Mr. Realmuto: It's not repairable, that's what I'm trying to confirm.
Ms. Wells: Not that we have determined yet, so unless someone else knows how to repair it, we haven't found a way.
Ms. Landgrebe: I'm just going to propose we buy the new whatever this is, a laser projector not to exceed $5,300.

Mr. Howison: I'm going to make a motion that we try to approve not to exceed
$4,500 for the seating adjustments but move it into the Fiscal Year of 2023 budget.
Ms. Burns: Including that rough estimate in the capital projects for 2023 is another
plan.

Mr. Howison: How urgent is it? I know it's important.
Mr. Realmuto: I do think it would benefit residents and should be done. The
question is does it need to be done right now or can it wait.
Mr. Plummer: Did the contractor that we approved, the same contractor for that is here. Do we get a better deal because he will bill that all at the same time while he was here or if we do that part and defer this part, will that increase that because he has to come back?
Ms. Wells: He did not tell me he was giving you a better deal for doing both projects. He did say, you'd get a better deal by doing all five rows right now if you did the five rows at one time versus doing the three now and he come back and doing two more.

Mr. Howison: Why don't we talk to him and see if we can get a better deal doing it all, and again, we can approve not to exceed and Mike, you work with Christine and Semco.
Mr. Costello: How much money do we have there?
Ms. Burns: The adopted budget for clubhouse maintenance is $57,600. Through these financials at the end of March we've spent $21,800.
Mr. Realmuto: At today's meeting we approved the exact amount that was close to 30 for the enclosing the activities desk.
Ms. Wells: That's a capital project. There is 26,000 the capital project. Mr. Realmuto: We have six months left in the year.
Mr. Plummer: I think the question is whether you want to do all the five rows or you want to do two and see how that is.
Mr. Realmuto: It's a minimal additional cost to go from the two rows to the five rows. Mr. Plummer: My comment is if you do all five rows you have changed them all. If it doesn't work, that means you take them all out. You give some options for folks who want to be in a lower seat or a higher seat if you don't change them all out.
Ms. Wells: He recommended the three rows when he came in. If we're going to do it, he didn't recommend doing all five of those.
Ms. Landgrebe: The quote is expired.
Mr. Realmuto: By a few days, yes. I'm hoping if it's the same contractor we’ll maybe even be able to negotiate that down, so I'd rather stick with what was quoted. He has a strong incentive.

Ms. Wells: That's all I have unless Supervisors have any other questions.

Operations Manager
Mr. Fisher: Included in the agenda package is the Operations Manager Report. Under aquatic maintenance I did include a picture of the barrier that was installed in the

outfall structure, so that will be interesting to conclude that so we can see what it looked like. I did get update from Applied Aquatics. All documents have been submitted to SWFWMD, they had no opposition to the plan, and Applied Aquatics is waiting to hear something from FWC any day now so that they get the go-ahead and order the fish. I’ll update the Board at the next meeting on that. I did include a before and after picture of the pond located on Litchfield Loop. Last time we recorded some algae presence and we notified Applied Aquatics. They treated it and it seems to have come around pretty well.
Mr. Realmuto: Matt, quick question. I believe that was a resident that actually complained about that and is who initiated this; I wonder do you drive around the neighborhood occasionally so we catch some of these before resident complaints on it?
Mr. Fisher: Yes, sir. We do a monthly ride around with Applied Aquatics' site manager. Unfortunately, we missed that one until it was presented, the Applied Aquatics guys should be more vigilant because they're on-site a lot of more now, summer months are coming. I'll see what we can plan. Included under the facility maintenance and field services update, Seth is doing a of lot exterior pressure washing. The before and after pictures are great. As you can see in the pictures, we did have Jared do the entrance to the East to get the grease and the grime off and it came out looking good. Maintenance project forecaster, staff will be pressure washing the gate house, the restaurant patio. We'll be tackling another crosswalk at Mulligan Lane and we are planning on painting the front of the stage and the staircases before the next Board meeting. Any other questions?
Ms. Landgrebe: I see it says it will be pressure washing, do you have dates so that folks know ahead of time?
Mr. Fisher: Sure. I put that in there just because it wasn't completed when I did my report, but I can sit down with Jeremy, formulate a little bit more concrete dates for the forecaster.
Ms. Landgrebe: Can you update us on backdoor?
Mr. Fisher: Yeah, absolutely. The backdoor as residents know, Board members know, if you manually push it open, it's very difficult but then it catches and it'll open itself and the buttons are hit or miss when you push them. It maybe takes three tries. Staff is continually reaching out to the vendor that installed that. They have not been paid and will not be paid until that's fixed. I'll be with Christine on what the immediate future remedy

is if we don't hear back from them. But as of last Friday, I shot them a text and email, and phone call but I haven't received a response.
Ms. Landgrebe: Well Matt, you've been trying to have a discussion with them for quite some time. More than a month or two? When was that initially installed?
Mr. Fisher: I can't remember off top of my head. I want to say three months ago, but I can get a definite date.
Ms. Landgrebe: But I think it's time that another vendor comes in and sets it up like we have on all the other doors or something. But this is a real challenge for many residents.
Mr. Fisher: I understand, and I was looking at prices to just install a new stainless button ourselves. But that wouldn't be wise right now because if I did that, my scare would be they would come back and try to get their payment. I was just waiting and see if we can get a hold of them and have them take care of that.
Mr. Plummer: We have not paid for those yet. We are still holding the payment until they get it correct.
Ms. Landgrebe: But they are not responding at all.
Mr. Plummer: I understand they're not responding. The next thing we can do is have our attorney send them a letter.
Ms. Landgrebe: Can we not just go to another vendor and have them do it?
Ms. Burns: I would give them the opportunity to rectify the situation since we're withholding their payment, that's generally the route that we would take, and then if we need to have somebody come in and fix it then we could withhold that from their payment. Mr. Realmuto: Deb’s point is, it has been a while and meanwhile our residents are affected. Is there a way we can set a time limit on that or give them a deadline to at least
respond on that remedy?
Ms. Carpenter I'm not sure what the contract says but it would make sense to contact them and tell them we're withholding payment until they restore the thing.
Ms. Landgrebe: Okay so are you saying you should send the letter?
Ms. Carpenter: I think that the District manager should send a letter now first to say that we're withholding payment, please contact us ASAP to remedy and get paid and

then see if they respond. It may not have gotten to the people, that will realize they haven't collected payment.
Ms. Landgrebe: You're saying no written anything was sent to them? Ms. Wells: Yes. There have been multiple emails.
Mr. Costello: How much money do we owe them? Ms. Wells: It's about $950.
Ms. Landgrebe: But even the button is cheap.
Mr. Howison: You're right. The problem with bringing in another contractor is that we haven't given them the opportunity in their eyes, to remedy the situation in which case they're still going to come after us for the money.
Ms. Landgrebe: In your letter then can we request that this to be taken care within the next 10 to 12 days? Because this is ridiculous.
Mr. Howison: We can demand.
Ms. Landgrebe: Demand. I like that.
Mr. Fisher: Perfect. Any other questions?
Mr. Realmuto: Just wanted to say, great job on cleaning the pavers and the concrete. It looks 100% better.
Mr. Fisher: Absolutely, I was thinking it's satisfying to see the difference or rather enjoy the cleanliness. Thank you.
Ms. Landgrebe: I have one more question Matt, sorry. Mr. Fisher: Yes, ma'am.
Ms. Landgrebe: The pool lift, is that complete?
Mr. Fisher: That's a good question. We were using NJ's. Again I have not received a contact back from them. They were scheduled the past two Thursdays to take care of it. The weather interrupted that and I've contacted them again. But I had the bright idea, since we've agreed to have Semco take care of the construction additions, I wonder if they'll take care of that slab for us while they are on site. I will try to get a quote and maybe include that in the facility maintenance budget.
Ms. Landgrebe: Help me understand, you have a vendor?
Mr. Fisher: We did. NJ's landscaping was the initial vendor I had reached out to before we had entertained the enclosure of activities desk. He agreed. We had that quote

approved, and he's gone MIA. I can't reach him at this time. I messaged him this morning and said I need to hear back from you or we're heading in another direction. That's where we're at with that unfortunately. It's just the way times are.
Ms. Landgrebe: We need to find someone who can do it properly.
Mr. Fisher: Yes, Semco is a construction company that is going to do work for us now and we can reach out to them and see if they are going to be willing to do that project for us. Unless there are any other ideas?
Mr. Plummer: It's a difficult world navigating the vendors at this point, we understand that. We just need to get most of the projects completed.
Mr. Fisher: Yes
Ms. Landgrebe: Yes. Reach out. Mr. Fisher: Okay. Thank you.

District Manager’s Report
Update Regarding Insurance Response from Oil Overflow in Parking Lot
Ms. Plummer: Next on the agenda is the District manager's report.
Ms. Burns: I'll just go through it really quickly, first I have an update on the insurance response to the oil in the parking lot. We received a letter back from the Green Star insurance agent saying that they didn't find any evidence to support the allegations where damages were as a result of their operations, and that they denied any liability for the alleged damages. In speaking to Jan regarding this response, I don't know that the District has any proof for investigation that would give us any legal standing to go after them. What they're saying is they believe that it was damage arising from the insured's own operations.
Ms. Landgrebe: Did our camera show anything? Any proof?
Ms. Burns: We don't have any concrete proof that it was defective or anything like
that.

Mr. Realmuto: Other than the fact that they've replaced it, right?
Ms. Carpenter: You generally can't use after the fact replacements as any
evidence. We don't have any evidence. We really don't have anything to be able to substantiate to make it work the money.

Mr. Realmuto: At this point in time other than the cleanup expenses of our staff labor and the washing and some of the absorbing. The expenses to date at least have been minimal. It's not clear to me that we need to take any action in the parking lot. This is probably one to just let go.
Ms. Landgrebe: We don't need to continue using this vendor or is there another vendor? What does that mean?
Ms. Wells: My recommendation was not to, to go with a different vendor, but it would be the responsibility of the restaurant to set up a contract with them. Unless you want that responsibility to be on us, we can do it.
Mr. Plummer: I would say, let's just contact Metz and have them change the contract to a new vendor and let's just part ways with the one that we have the issue with.
Ms. Burns: Alright.
Mr. Realmuto: It’s my understanding the contractor owns the container, is that right? We have to coordinate because obviously they need a container to dump.
Mr. Plummer: Correct. That will have to be in coordination. Ms. Wells: I'll work with Metz.

Announcing General Election Qualifying Period (Starting 12:00
p.m. Monday June 13, 2022 and Ending 12:00 p.m. Friday, June 17, 2022)
Ms. Burns: The last item I have is announcing the general election qualifying period. We have three seats that are going to be up for election this November. It's Seat 2, which is currently occupied by Bob, Seat 3, which is currently occupied by Mike, and Seat 4 which is currently occupied by Debbie. They are all up in November. Any residents interested in qualifying for those seats can go to the Polk County Supervisor and Elections Office between Monday, June 13, 2022 and Friday, June 17 at noon, and get information from the Supervisor of Elections on what you need to do to qualify. Any questions regarding this can be directed to the Supervisor of Elections. That is all that I have.
Mr. Plummer: Do we have any questions for Jill? If not, move on to the financial reports.

NINTH ORDER OF BUSINESS	Financial Report

Combined Balance Sheet
Capital Projects Reserve Fund
Statement of Revenues, Expenditures, and Changes in Fund Balance
Approval of Check Run Summary
Mr. Plummer: Financial reports. Any questions before we get to the check run summary? None. Next is the check run summary.
Mr. Realmuto: I don't have any questions. I just note and thank GMS for making the updates. These are the numbers until the end of March. You might notice the check run summary is noticeable shorter than normal. That's because of the period since the last time we were presented with one. I certainly have no questions at all about that.

TENTH ORDER OF BUSINESS	Public Comments
Mr. Plummer: Next item is public comments.
Margo Stevens (4356 Ashton Club Drive): This is probably a question for Alan. My name is Margo Stevens, I live at 4356 Ashton Club Drive, lot number 131.

ELEVENTH ORDER OF BUSINESS	Supervisor Requests / Supervisor
Open Discussion
Mr. Plummer: The next item is Supervisor’s request or open discussion.
Resident (Brenda Van Sickle): My concern was several Supervisors suggested when residents who came up and spoke about different things or different things that need to happen, that they needed to fund raise. First of all, I would like to say that we have some industrious groups that did a lot of fundraising and we can thank them for our bocce courts. We can thank for our Veteran’s Memorial. They gave those things to our CDD and I think they've made our community a lot nicer, but expecting them to fundraise from normal maintenance, I think that's beyond expectations. We all pay our annual assessments we expect that to cover that. My concern is money you're throwing in that black hole. For those of you who would like to see fundraising, when is the fundraising for those losses going to be held? Thank you.

Resident (Jake): I hate to take up more of your time, but there was an issue behind our house, and I think it's pond 7. I'm not sure. Last fall, we made you aware of an issue at that pond. A fellow neighbor put in a pool and the ground that was dug up, he dumped it on a property belonging to the CDD. So the pitch from the top, down to the bottom was such that the grass cutting couldn't go over that. What has happened this past month is that Applied Aquatics, when they were doing the spraying of the pond, previously they would go three quarters of the way around and then come back around the way they went because they couldn't go on that area of the pond where the fill was put in. Well, this guy tried to go across that area, and what happened was some of the chemicals got spilled, he got stuck there on the slope, and finally worked his way out. But the machine itself killed it. It could've been a bad accident. But if you look at it now, you can see where the chemical spilled, all the grass is dead. Combined with that, the fact is that the grass cutters and the pond maintenance people come in one way and they go out the same way. What happens is it's getting rid of a lot of the grass and there's just dirt there, and I'm worried about erosion now when rain comes in August. So I don't know how to correct the problem, but there's a potential for a hazard to be created there.
Mr. Fisher: I know what he's talking about.
Mr. Howison: Matt, give me a holler and I'll come on. Mr. Fisher: Okay.
Mr. Realmuto: Just on Jake’s comments. It sounds like part of the problem is a neighbor violated CDD property? We want to look at having them restore it to the condition it was in prior to there.
Ms. Burns: Do we know who did it? Ms. Wells: Yes.
Mr. Plummer: We do know who did it.
Ms. Burns: Let's have Matt look and see what the issue is and then if he can get us the information on what was done, we can send letters and start from there.
Resident (Jake): Apparently, they did not do due diligence when this project was approved and there wasn't any follow-up on the site. That’s where the problem stemmed from.

Mr. Costello: There had to have been an inspection by the town, I would imagine, when the pool was done.
Mr. Howison: Probably so.
Mr. Costello: I'm just saying I really thought they would've come up with that problem.
Mr. Realmuto: Hopefully, after we investigate it and they're contacted, they'll make it right. If not, there are other avenues to pursue and to ensure that happens.
Mr. Plummer: Any other comments?
Ms. Burns: We've had very limited Zoom participation recently, so just been talking to Christine. We wanted to bring that up and see if that was something we wanted to continue to offer. It’s a lot of staff time to get this all set up.
Mr. Howison: I got two text messages today during this call that people either couldn't get into Zoom or they had no audio.
Ms. Wells: We were having some audio issue.
Mr. Realmuto: If we're not getting participation, I'd be fine with dropping it, except for the fact that it's a chicken-and-egg problem. If people can't hear, then there's no benefit if they can't hear what's being said. So that would be my only hesitation in cutting it off. Problem sounds like it's on our end.
Ms. Burns: So previously during COVID, the Zoom link was advertised as part of the link. We were almost required to do it. We're not required to provide this in any way, shape, or form. We don't have to provide an opportunity for public comment remotely. These are all just things we continue to do as convenience for residents. Just because we have offered this as a Zoom link, we're not necessarily required to continue to provide it. So I think the understanding would be that, as far as this technology and being able to offer that, and we continue to do so, we'll obviously do the best that we can, but there's no guarantee that there will not be technological problems or sound issues.
Mr. Realmuto: Understood. I just want to point out I suspect the next speaker might want to speak to this, but it's not just people who attend this with Zoom meeting live and watching the proceedings, there's those who watch the recording afterwards to consider.
Ms. Burns: Generally, it's always been that if you are interested in coming, you attend it in person. That's obviously the best way to get the information.

Mr. Costello: The thing there is if you have people with limited mobility. I would think that we would want to include everybody, so maybe we could continue running with the expectation that we're going to do our best, but we can't guarantee it.
Ms. Burns: We'll continue to provide Zoom.
Mr. Realmuto: Residents should understand that it's on a best effort basis. I don't think we need to vote on continuing to do something that we've been doing. Do we have another speaker?
Mr. Plummer: Go ahead.
Resident (Unidentified): Just as Steve alluded, I do post all the videos on lakeashtonliving.com, and there is nice amount of people who go back and watch the videos. Especially if they hear about something that happened at the meeting, they will then follow up and watch the video.
Mr. Realmuto: Do you have any numbers for us or the numbers that have watched the last couple of meetings?
Resident (Unidentified): Between 10 and 18, which, if we're coming back to watch a meeting, is decent.
Mr. Realmuto: Doesn't matter. There’s a number of people that watch the recording and wouldn't be able to without it.
Mr. Plummer: Anything else? Supervisors’ requests and open discussion. Hearing
none,

TWELFTH ORDER OF BUSINESS	Adjournment

Secretary / Assistant Secretary	Chairman / Vice Chairman

SECTION V

SECTION B

Week 1
3/27-4/2	Week 2
4/3-4/9	Week 3
4/10-4/16	Week 4
4/17-4/23	PERIOD	BUDGET		VARIANCE
B/(W)	PERIOD
PRIOR YE	
AR	VARIANCE
B/(W)										
SALES																				
RETAIL	$16,252	100.0%	$15,743	100.0%	$12,926	100.0%	$17,516	92.5%	$62,436	97.8%	$0	0.0%	$62,436	0.0%	$80,659	97.0%	($18,223)	(22.6%)		
CATERING	$0	0.0%	$0	0.0%	$0	0.0%	$1,418	7.5%	$1,418	2.2%	$0	0.0%	$1,418	0.0%	$2,482	3.0%	($1,064)	(42.9%)		
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%		
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%		
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%		
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%		
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%		
TOTAL SALES	$16,252 100.0%	$15,743 100.0%	$12,926 100.0%	$18,933 100.0%	$63,853	100.0%	$0	0.0%	$63,853	0.0%	$83,141	100.0%	($19,287)	(23.2%)						
COST OF SALES																				
Dry Grocery	($541)	0.0%	$505	0.0%	$453	0.0%	$374	0.0%	$790	0.0%	$0	0.0%	($790)	0.0%	$2,523	0.0%	$1,733	68.7%		
Bakery	$0	0.0%	$0	0.0%	$73	0.0%	$0	0.0%	$73	0.0%	$0	0.0%	($73)	0.0%	$24	0.0%	($49)	(200.2%)		
Dairy	$156	0.0%	$281	0.0%	$440	0.0%	$285	0.0%	$1,162	0.0%	$0	0.0%	($1,162)	0.0%	$1,740	0.0%	$578	33.2%		
Produce	$717	0.0%	$512	0.0%	$884	0.0%	$490	0.0%	$2,603	0.0%	$0	0.0%	($2,603)	0.0%	$2,776	0.0%	$173	6.2%		
Grocery	$714	0.0%	$734	0.0%	$1,412	0.0%	$2,779	0.0%	$5,638	0.0%	$0	0.0%	($5,638)	0.0%	$3,544	0.0%	($2,093)	(59.1%)		
Protein	($291)	0.0%	$1,698	0.0%	$2,251	0.0%	$1,042	0.0%	$4,700	0.0%	$0	0.0%	($4,700)	0.0%	$10,883	0.0%	$6,184	56.8%		
Beverages	$1,178	0.0%	($452)	0.0%	$400	0.0%	($43)	0.0%	$1,083	0.0%	$0	0.0%	($1,083)	0.0%	$3,066	0.0%	$1,982	64.7%		
Misc. Cost	$69	0.0%	$982	0.0%	($435)	0.0%	$677	0.0%	$1,293	0.0%	$0	0.0%	($1,293)	0.0%	$4,538	0.0%	$3,245	71.5%		
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%		
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%		
TOTAL COST OF SALES	$2,002	12.3%	$4,259	27.1%	$5,478	42.4%	$5,602	29.6%	$17,342	27.2%	$0	0.0%	($17,342)	0.0%	$29,094	35.0%	$11,753	40.4%		
GROSS PROFIT	$14,250	87.7%	$11,483	72.9%	$7,448	57.6%	$13,331	70.4%	$46,512	72.8%	$0	0.0%	$46,512	0.0%	$54,047	65.0%	($7,535)	(13.9%)		
PAYROLL																				
LABOR																				
MANAGEMENT	$3,894	24.0%	$740	4.7%	$1,106	8.6%	$20	0.1%	$5,760	9.0%	$0	0.0%	($5,760)	0.0%	$10,385	12.5%	$4,624	44.5%		
HOURLY	$6,180	38.0%	$8,506	54.0%	$5,459	42.2%	$7,728	40.8%	$27,872	43.7%	$0	0.0%	($27,872)	0.0%	$21,953	26.4%	($5,918)	(27.0%)		
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%		
OVERTIME	$709	4.4%	$942	6.0%	$486	3.8%	($26)	(0.1%)	$2,110	3.3%	$0	0.0%	($2,110)	0.0%	$1,852	2.2%	($259)	(14.0%)		
VAC/SICK/HOL	$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%		
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%		
BONUS	$53	0.3%	$53	0.3%	$53	0.4%	($846)	(4.5%)	($687)	(1.1%)	$0	0.0%	$687	0.0%	$269	0.3%	$957	355.3%		
TOTAL LABOR	$10,835	66.7%	$10,241	65.1%	$7,103	55.0%	$6,876	36.3%	$35,055	54.9%	$0	0.0%	($35,055)	0.0%	$34,459	41.5%	($596)	(1.7%)		
	TAX & FRINGE																			
	TAX & FRINGE	$3,113	19.2%	$2,883	18.3%	$2,012	15.6%	$1,909	10.1%	$9,917	15.5%	$0	0.0%	($9,917)	0.0%	$9,862	11.9%	($55)	(0.6%)	
	TOTAL TAX & FRINGE	$3,113	19.2%	$2,883	18.3%	$2,012	15.6%	$1,909	10.1%	$9,917	15.5%	$0	0.0%	($9,917)	0.0%	$9,862	11.9%	($55)	(0.6%)	
TOTAL PAYROLL	$13,948	85.8%	$13,124	83.4%	$9,115	70.5%	$8,784	46.4%	$44,971	70.4%	$0	0.0%	($44,971)	0.0%	$44,320	53.3%	($651)	(1.5%)		
AFTER PRIME COSTS	$302	1.9%	($1,641)	(10.4%	($1,667)	(12.9%	$4,547	24.0%	$1,540	2.4%	$0	0.0%	$1,540	0.0%	$9,726	11.7%	($8,186)	(84.2%)		

Week 1	Week 2	Week 3	Week 4	PERIOD
3/27-4/2	4/3-4/9	4/10-4/16	4/17-4/23	BUDGET		VARIANCE
B/(W)	PERIOD
PRIOR YE	
AR	VARIANCE
B/(W)													
CONT. EXPENSES																			
TELEPHONE/UTILITIES	$0	0.0%	$90	0.6%	$0	0.0%	$0	0.0%	$90	0.1%	$0	0.0%	($90)	0.0%	$0	0.0%	($90)	0.0%	
MENUS & PRINTING	$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%	
LAUNDRY	$0	0.0%	$146	0.9%	$119	0.9%	$266	1.4%	$532	0.8%	$0	0.0%	($532)	0.0%	$1,650	2.0%	$1,118	67.7%	
OFFICE SUPPLIES	($41)	(0.3%)	($235)	(1.5%)	$169	1.3%	$0	0.0%	($107)	(0.2%)	$0	0.0%	$107	0.0%	$190	0.2%	$298	156.3%	
UNIFORMS	$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%	
EQUIPMENT/SUPPLIES	($7)	0.0%	$120	0.8%	$21	0.2%	$62	0.3%	$195	0.3%	$0	0.0%	($195)	0.0%	$527	0.6%	$332	63.0%	
JANITORIAL/HAZARDOU	($86)	(0.5%)	$172	1.1%	$368	2.9%	$87	0.5%	$540	0.9%	$0	0.0%	($540)	0.0%	$601	0.7%	$60	10.0%	
DISPOSABLES	$373	2.3%	$553	3.5%	$389	3.0%	$479	2.5%	$1,795	2.8%	$0	0.0%	($1,795)	0.0%	$2,135	2.6%	$340	15.9%	
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%	$0	0.0%	
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%	$0	0.0%	
SERVICE CONTRACTS	$0	0.0%	$27	0.2%	$0	0.0%	$675	3.6%	$702	1.1%	$0	0.0%	($702)	0.0%	$100	0.1%	($602)	(605.2%)	
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%	
TRAVEL AND LODGING	$1,255	7.7%	$1,237	7.9%	$217	1.7%	($2,709)	(14.3%	$0	0.0%	$0	0.0%	$0	0.0%	$2,871	3.5%	$2,871	100.0%	
EQUIPMENT RENTAL	$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%	
EMPLOYEE RECRUIT	$0	0.0%	$44	0.3%	$37	0.3%	$0	0.0%	$80	0.1%	$0	0.0%	($80)	0.0%	$0	0.0%	($80)	0.0%	
MISC EXPENSE	$8	0.1%	$0	0.0%	$0	0.0%	$0	0.0%	$8	0.0%	$0	0.0%	($8)	0.0%	$770	0.9%	$762	99.0%	
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%	$0	0.0%	
DUES & SUBS	$0	0.0%	$0	0.0%	$496	3.8%	$0	0.0%	$496	0.8%	$0	0.0%	($496)	0.0%	$619	0.8%	$123	19.9%	
CREDIT CARD	$607	3.7%	$589	3.7%	$534	4.1%	($643)	(3.4%)	$1,087	1.7%	$0	0.0%	($1,087)	0.0%	$2,548	3.1%	$1,461	57.4%	
OVER / SHORT	$234	1.4%	($2)	0.0%	$0	0.0%	($285)	(1.5%)	($53)	(0.1%)	$0	0.0%	$53	0.0%	($2)	0.0%	$51	(2471.2	
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%	
MARKETING/ADV/DECO	$0	0.0%	$0	0.0%	$106	0.8%	$0	0.0%	$106	0.2%	$0	0.0%	($106)	0.0%	$300	0.4%	$194	64.6%	
TOTAL CONT.	$2,344	14.4%	$2,740	17.4%	$2,455	19.0%	($2,068)	(10.9%	$5,471	8.6%	$0	0.0%	($5,471)	0.0%	$12,308	14.8%	$6,837	55.6%	
EXPENSES																			
PACE	($2,042)	(12.6%	($4,381)	(27.8%	($4,122)	(31.9%	$6,615	34.9%	($3,930)	(6.2%)	$0	0.0%	($3,930)	0.0%	($2,582)	(3.1%)	($1,348)	52.2%	
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%	
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%	
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%	
TECHNOLOGY	$54	0.3%	$54	0.3%	$54	0.4%	$54	0.3%	$215	0.3%	$0	0.0%	($215)	0.0%	$708	0.9%	$493	69.6%	
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%	
GENERAL INSURANCE	$122	0.8%	$124	0.8%	$115	0.9%	$97	0.5%	$458	0.7%	$0	0.0%	($458)	0.0%	$572	0.7%	$114	20.0%	
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%	$0	0.0%	
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%	
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%	
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%	
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%	
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%	
TOTAL NON-CONT	$176	1.1%	$178	1.1%	$169	1.3%	$151	0.8%	$673	1.1%	$0	0.0%	($673)	0.0%	$1,280	1.5%	$607	47.4%	
EXPENSE																			
INCOME BEFORE FEES	($2,218)	(13.7%	($4,558)	(29.0%	($4,291)	(33.2%	$6,464	34.1%	($4,603)	(7.2%)	$0	0.0%	($4,603)	0.0%	($3,862)	(4.7%)	($741)	19.2%	
OTHER FEES																			
Mgmnt/Admin Fees	$1,458	9.0%	$1,458	9.3%	$1,458	11.3%	$1,458	7.7%	$5,833	9.1%	$0	0.0%	($5,833)	0.0%	$5,833	7.0%	$0	0.0%	
TOTAL OTHER FEES	$1,458	9.0%	$1,458	9.3%	$1,458	11.3%	$1,458	7.7%	$5,833	9.1%	$0	0.0%	($5,833)	0.0%	$5,833	7.0%	$0	0.0%	
NET INCOME	($3,676)	(22.6%	($6,017)	(38.2%	($5,749)	(44.5%	$5,006	26.4%	($10,437)	(16.3%)	$0	0.0%	($10,437)	0.0%	($9,696)	(11.7%)	($741)	7.6%	
Invoice # 20770422																			
		April-22																	

Invoice Date:	

5/6/2022																	
Billed to :	Due Date:	5/16/2022																	
Lake Ashton																			
4141 Lake Ashton Club Dr.	Total Amount Due																		
Lake Wales, FL 33859	$	10,436.75																		
Service Dates : 03/27/2022 to 04/23/2022																			
Monthly Culinary Management Charges																			

Purchases																			
Dry Grocery	$	790.13																		
Bakery	$	72.75																		
Dairy	$	1,162.40																		
Produce	$	2,603.01																		
Grocery-Refrigerated/Frozen	$	5,637.52																		
Meat-Pork/Beef	$	2,104.24																		
Poultry	$	1,484.51																		
Seafood	$	1,110.92																		
Beverages	$	1,083.47																		
Misc. Cost	$	1,292.72																		
Total Food	$	17,341.65																		
Telephone/Utilies	$	89.99																		
Menus	$	-																		
Laundry	$	532.03																		
Office Supplies	$	(107.18)																		
Uniforms	$	-																		
Equipment/Supplies	$	195.08																		
Janitorial/Hazardous	$	540.48																		
Disposables	$	1,795.06																		
Repairs	$	-																		
Auto Expense	$	-																		
Service Contracts	$	701.75																		
Travel	$	-																		
Entertainment - (Band)	$	-																		
Equipment Rental	$	-																		
Employee Recruitment	$	80.48																		
Misc. Expense	$	7.81																		
Postage	$	-																		
Dues/Subscriptions	$	496.00																		
Credit Card Fees	$	1,086.67																		
Over/Short	$	(53.48)																		
Refuse/Pest Control	$	-																		
Marketing/Advertising	$	106.11																		
Technology Expense	$	215.24																		
Licenses	$	-																		
Total Other Operating Expenses	$	5,686.04																		

$	23,027.69																			
Labor																			

Management Payroll	$	5,072.72																		
Management Benfits	$	1,521.82																		
Total Management Labor	$	6,594.54																		
Base Payroll (Hourly)	$	29,981.94																		
Taxes/Benefits (Hourly)	$	8,394.94																		
Total Hourly Labor	$	38,376.88																		
Contract Labor (Other)	$	-																		

$	44,971.42																			
Fees, Investments & Adjustments:																			

Management/Administrative Costs	$	5,833.32																		
Opening Expense	$	-																		
General Liability Insurance	$	457.76																		

$	6,291.08																			
Sales:																			

Retail Sales	$	(62,435.94)																		
Inside Catering	$	(1,417.50)																		
Outside Catering	$	-																		

$	(63,853.44)																			
																			
 Please remit to:		Total	$	10,436.75																	
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.

Month	
Retail Sales	
Catering
/ Other	
Total Revenue	
Guest Count	Avg.	Total Guest Purchases Check  (inc. COS)	
Food (COS)	Food			
Fees & Other	
Total Expense	NET
Income / (Deficit)	NET	
							(COS)	Total	Labor				Income /	
							%	Labor	%				(Loss) %	
 FY2021	$604,907  $66,226  $671,133	38,576 $17.40  $372,953 $248,155  37.0% $459,801  68.5%
Dec-20  $33,009	$0	$33,009	1815 $18.19	$47,122  $17,253	$51,152	$6,583  $104,857	($71,848)
Jan-21  $69,995	$4,025	$74,021	4492 $15.58	$42,552  $26,821  36.2%  $63,854  86.3%  $6,641  $113,048	($39,027)	-52.7%
Feb-21  $61,951	$3,507	$65,458	4067 $15.23	$32,467  $22,523  34.4%  $45,503  69.5%  $6,437	$84,406	($18,948)	-28.9%
Mar-21  $97,371	$4,732  $102,104	6380 $15.26	$51,589  $38,868  38.1%  $59,470  58.2%  $6,675  $117,734	($15,630)	-15.3%
Apr-21  $80,284	$2,857	$83,141	5148 $15.60	$42,111  $29,094  35.0%  $44,320  53.3%  $6,405	$92,836	($9,696)	-11.7%
May-21  $62,021	$5,845	$67,866	4136 $15.00	$38,075  $28,830  42.5%  $42,691  62.9%  $6,370	$87,136	($19,270)	-28.4%
Jun-21  $67,205	$8,664	$75,869	4210 $15.96	$43,096  $26,470  34.9%  $44,932  59.2%  $6,415	$94,443	($18,574)	-24.5%
Jul-21  $44,176  $10,750	$54,926	2841 $15.55	$24,915  $19,760  36.0%  $34,813  63.4%  $6,240	$65,967	($11,041)	-20.1%
Aug-21  $40,331  $11,041	$51,372	2547 $15.83	$23,720  $18,718  36.4%  $35,088  68.3%  $6,234	$65,041	($13,669)	-26.6%
Sep-21  $48,562  $14,805	$63,367	2940 $16.52	$27,307  $19,817  31.3%  $37,979  59.9%  $6,274	$71,560	($8,193)	-12.9%
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%
Jan-22  $41,168  $12,444	$53,612	2989 $13.77	$27,035  $20,823  38.8%  $33,989  63.4%  $6,248	$67,272	($13,659)	-25.5%
Feb-22  $65,134  $16,099	$81,232	3775 $17.25	$37,595  $23,440  28.9%  $47,917  59.0%  $6,400	$91,912	($10,679)	-13.1%
Mar-22  $90,084	$2,860	$92,944	5560 $16.20	$48,158  $37,907  40.8%  $63,483  68.3%  $6,562  $118,202	($25,258)	-27.2%
Apr-22  $62,436	$1,418	$63,853	3818 $16.35	$23,028  $17,342  27.2%  $44,971  70.4%  $6,291	$74,290	($10,437)	-16.3%
FY2022	$398,907	$54,827	$453,734	25,108 $15.89	$209,684  $154,312	34.0%	$306,984  67.7%  $44,290	$560,958  ($107,224) 	-23.6%	

	Variance from prior month	
Apr / Mar (5w)	($27,648)	($1,442)	($29,090)	($25,130)	($20,566)	($18,511)	($271)	($43,912)	$14,822	
Avg per week	($6,912)	($361)	($7,273)	($6,283)	($5,141)	($4,628)	($68)	($10,978)	$3,705	
Avg per day	($1,152)	($60)	($1,212)	($1,047)	($857)	($771)	($11)	($1,830)	$618	

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

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			
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)	
2022-01-15		761	$16.03	$12,513.38	$317.46	$12,195.92	$2,032.65	$17,640.00	($5,444.08)	
2022-01-22		1,176	$11.00	$13,202.51	$268.88	$12,933.63	$2,155.61	$19,656.00	($6,722.37)	
2022-01-29		832	$14.85	$12,620.99	$267.00	$12,353.99	$2,059.00	$19,656.00	($7,302.01)	
2022-02-05		967	$15.28	$15,104.48	$330.71	$14,773.77	$2,462.30	$19,656.00	($4,882.23)	
2022-02-12		1,044	$15.01	$16,100.96	$429.97	$15,670.99	$2,611.83	$19,656.00	($3,985.01)	
2022-02-19		932	$18.18	$17,228.62	$284.01	$16,944.61	$2,824.10	$21,168.00	($4,223.39)	
2022-02-26		1,284	$15.41	$20,787.51	$1,006.21	$19,781.30	$3,296.88	$19,656.00	$125.30	
2022-03-05		1,061	$17.09	$18,836.49	$700.44	$18,136.05	$3,022.68	$19,656.00	($1,519.95)	
2022-03-12		988	$18.05	$18,621.22	$782.98	$17,838.24	$2,973.04	$19,656.00	($1,817.76)	
2022-03-19		1,069	$14.29	$16,051.78	$780.39	$15,271.39	$2,545.23	$19,656.00	($4,384.61)	
2022-03-26		1,119	$15.39	$17,846.00	$619.49	$17,226.51	$2,871.09	$18,648.00		($1,421.49) 	
2022-04-02		959	$15.34	$15,240.52	$526.57	$14,713.95	$2,452.33	$19,656.00	($4,942.05)	
2022-04-09		1,112	$13.17	$15,344.10	$703.63	$14,640.47	$2,440.08	$19,656.00	($5,015.53)	
2022-04-16		771	$17.13	$13,699.85	$492.15	$13,207.70	$2,201.28	$19,656.00	($6,448.30)	
2022-04-23		976	$17.42	$17,614.12	$610.93	$17,003.19	$2,833.87	$19,656.00	($2,652.81)	
2022-04-30		450	$17.23	$7,938.60	$184.98	$7,753.62	$1,550.72	$19,656.00	($11,902.38)	
2022-05-07		505	$17.82	$9,239.08	$241.74	$8,997.34	$1,799.47	$19,656.00	($10,658.66)	
FY2022 YTD	26,124	$15.54	420,556	14,496	$406,060.79		$609,771.00	($203,710.21)		

$25,000.00

$20,000.00

$15,000.00

$10,000.00

$5,000.00

$0.00			Weekl

RESTAURANT NE	y Sales

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

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

SECTION VI

SECTION A

JOINT AMENITY FACILITIES POLICIES

OF THE
TABLE OF CONTENTS

Page

DEFINITIONS	1
PURPOSE	3
AUTHORIZED USERS	4
IDENTIFICATION CARDS	5
LOSS OR DESTRUCTION OF PROPERTY AND/OR INSTANCES OF PERSONAL INJURY 	5
SUSPENSION AND TERMINATION OF PRIVILEGES	6
RESERVING FACILITIES	8
RENTAL FACILITIES TERMS	8
CLUBS, GROUPS, AND ORGANIZATIONS	9
AMENITY POLICIES – GENERAL USAGE	9
AMENITIES POLICIES – SPECIFIC USAGE	14
LOBBY	14
CLUBHOUSE BALLROOM 	14
BOCCE 	14
BOWLING	15
CINEMA	15
CARD ROOMS/HFC BILLIARD ROOM/CLUBHOUSE GAME ROOM/HFC POKER ROOM	16
HFC COMMUNITY CENTER 	16
ROSE GARDEN AND OUTDOOR KITCHEN	17
CRAFT ROOMS 	17
FITNESS CENTERS	18
GOLF COURSE 	18
HORSESHOES	20
INDOOR SPORTS COURTS 	20
LAKES AND PONDS (FISHING) 	20
LIBRARY/MEDIA CENTERS	21
MEDIA 	21
PAVILION	22
PET PARKS 	22
PICKLEBALL 	23
RESTAURANT 	24
SHUFFLEBOARD 	24
SPAS 	24
SWIMMING POOLS 	25
TENNIS COURTS 	26
WILDLIFE	27
USE AT OWN RISK; INDEMNIFICATION	28
SOVEREIGN IMMUNITY	28
SEVERABILITY	28
OTHER RULES AND POLICIES	28
13455688910141414141515161617171818202020212122222324242425262728282828I.
................................................................................................................................DEFINITIONS
............................................................................................................................................. 1
PURPOSE	3
AUTHORIZED USERS	3
IDENTIFICATION CARDS	5
LOSS OR DESTRUCTION OF PROPERTY AND/OR INSTANCES OF PERSONAL INJURY 	5
SUSPENSION AND TERMINATION OF PRIVILEGES	6
RESERVING FACILITIES	8
RENTAL FACILITIES TERMS	8
CLUBS AND OTHER ORGANIZATIONS	8
AMENITY POLICIES – GENERAL USAGE	9
AMENITIES POLICIES – SPECIFIC USAGE	12
BALLROOM 	12
BOCCE 	13
BOWLING	13
CINEMA	14
CARD ROOMS/BILLIARDS/GAMES 	14
CLUBHOUSE AND HFC 	14
COURTYARD AND OUTDOOR KITCHEN	15
CRAFT ROOMS 	15
FITNESS CENTERS	15
GOLF COURSE 	16
HORSESHOES	17
INDOOR SPORTS COURTS 	18
LAKES AND PONDS (FISHING) 	18
LIBRARY/MEDIA CENTERS	19
MEDIA 	19
PAVILION	20
PET PARKS 	20
PICKLEBALL 	21
RESTAURANT 	22
SHUFFLEBOARD 	22
SPA 	22
SWIMMING POOLS 	22
TENNIS COURTS 	24
WILDLIFE	24
USE AT OWN RISK; INDEMNIFICATION	25
SOVEREIGN IMMUNITY	25
SEVERABILITY	26
OTHER RULES AND POLICIES 	26
JOINT AMENITY FACILITY POLICIES:
Lake Ashton Community Development District Lake Ashton II Community Development District

Law Implemented: ss. 190.011, 190.035, Fla. Stat. (2019) Effective Date: October Month xx19, 20220

In accordance with Chapter 190 of the Florida Statutes, and on October 19, 2020, at a duly noticed joint public meeting and after a duly noticed joint public hearing, the Boards of Supervisors of the Lake Ashton Community Development District and Lake Ashton II Community Development District adopted the following rules / policies to govern the operation of the Districts’ Amenity Facilities. All prior rules / policies of the Districts governing this subject matter are hereby rescinded.

DEFINITIONS

“Amenity Facilities” or “Amenities”- shall mean the properties and areas owned by the Districts and intended for recreational use and shall include, but not specifically be limited to, the Lake Ashton Clubhouse, the Lake Ashton Health and Fitness Center (HFC), the Golf Course, Eagles Nest, Pro Shop and the Pathways/Bridges, roadways, ponds, and other district property together with appurtenant facilities and areas.

“Amenities Facilities Policies” or “Policies” – shall mean the Joint Amenity Facilities Policies of the Lake Ashton Community Development District and Lake Ashton II Community Development District.

“Amenity Manager” – shall be each respective Districts’ “Community Director,” or in his/her absence, the designated representative.

“Board of Supervisors” or “Boards” – shall mean the Board of Supervisors of the Lake Ashton Community Development District and/or Lake Ashton II Community Development District.

“Commercial Purposes” – shall mean those activities which involve, in any way, the provision of goods or services for compensation but shall not include any activities of the Districts.

“Districts” – shall mean the Lake Ashton Community Development District (“LA CDD”) and Lake Ashton II Community Development District (“LAII CDD”), each a political subdivision of the State of Florida, created pursuant to Chapter 190 of the Florida Statutes. Each individually may be referred to herein as a “District.”

“District Manager” – shall mean the professional management company with which each District has contracted to provide management services to the respective District.
“Golf Cart” – shall be defined as such term and the term ‘low-speed vehicle’ is defined in Florida Statutes, as amended.

“Golf Course” – shall mean the Lake Ashton Golf CourseClub properties and facilities within the Districts.

“Guest” – shall be any Non-Resident invited by a Patron to access and use the Amenity Facilities. Guests must be properly registered and comply with all Policies. (A Patron’s ability to register may be reviewed by an Amenity Manager if exceeding 12 Guest registrations annually.)
“Individual” – shall mean any Patron, Guest, or Non-Resident utilizing an Amenity. “Inappropriate Content” – shall mean content that is fraudulent, harassing, embarrassing,
sexually explicit, profane, obscene, intimidating, defamatory, or contains sexual comments, obscenities, nudity, pornography, abusive or degrading language, antisocial behavior, or inappropriate comments concerning race, color, religion, sex, national origin, marital status, or disability, violates any District Policies or rules, has the potential to cause the District(s) public harm or disrepute, or is otherwise unlawful..

“Lake Ashton Community” or “Community” – shall mean the Lake Ashton residential golf development within which both the LA CDD and LAII CDD are located.

“May” and “Shall” - as used herein, the word “may” is permissive; the word “shall” is mandatory.

“Media” – shall mean certain publications and media produced by the Districts and solely intended to provide community information, including but not limited to the Lake Ashton Times.

“Non-Resident” – shall mean any person(s) who does not own or rent property within either District and has not paid the Annual User Fee.

“Non-Golfer” – shall mean any Individual on the Golf Course not playing golf.

“Annual User Fee” – shall mean the fee established by each District for any person that is not a Resident and wishes to become a Non-Resident Member. The amount of the Annual User Fees is set forth herein, and is subject to change based on Board action.

“Non-Resident Member” – shall mean any individual not owning or renting property in either District who is paying the Annual User Fee to the District(s) for the non-exclusive right to use of all Amenity Facilities.

“Owner” – shall mean the record owner of legal title to any Lot or Living Unit.

“Pathways/Bridges” – shall mean all golf cart pathways, walking paths, and/or ancillary bridges within the Golf Course.
“Patron” or “Patrons” – shall mean Residents, Non-Resident Members, and Renters/Leaseholders.

“Political Issue” – shall mean any candidate, whether partisan or nonpartisan, political party, issue, referendum, or amendment that is subject to a vote of electors, whether local, state or federal.

“Ponds” – shall mean one of the over sixty (60) lakes or ponds located within the Lake Ashton Community.

“Renter/Leaseholder” (residential) – shall mean any tenant residing in a Resident’s living unit pursuant to a valid rental or lease agreement.

“Rental Facilities” – shall mean the Amenity Facilities available to Patrons, Non-Residents, and Lake Ashton Community organizations for rent or reservation including, but not limited to, the Clubhouse Ballroom, Reflection Garden, Card Rooms, Game Room, Cinema, Conference Rooms, HFC Community Center, Rose GardenCourtyard, Catering Kitchens, Sports Court, Poker Room, Media Centers and Craft Rooms.

“Resident” – shall mean any person or persons currently residing in or owning a home or lot within either District.

“Staff” – shall mean any employee, contractor, or volunteer that works under the Amenity Manager or District Manager.

PURPOSE

This document, jointly prepared and agreed to by both the LA CDD and LAII CDD Boards of Supervisors, applies to all Individuals, pursuant to usage of all Amenities within both Districts. Compliance with the Policies and provisions is mandatory and will be enforced.

The Board(s), the District Manager, the Amenity Manager and Staff shall have full authority to enforce these Policies. However, the Boards by a vote at a public meeting, District Manager, and/or Amenity Manager shall have the authority in its/there  their sole discretion to waive strict application of any of these Policies when prudent, necessary or in the best interest of the Districts and Patrons, provided however, any permanent waiver must be approved by both Boards and such a temporary waiver of any Policy by the Amenity Manager shall not constitute a continuous, ongoing waiver of said Policy.

The Boards jointly reserve the right to amend, modify, or delete, in part or in their entirety, these Policies when necessary, at a duly-noticed Board meeting, and will notify the Patrons of any changes. Use of the Amenity Facilities may be subject to payment of applicable fees or rates set by the respective Districts. To change or modify rates or fees beyond the increases specifically allowed by District(s) rules and regulations, the Boards must hold a duly-noticed public hearing on said rates and fees. Each district may unilaterally updated rules specific to amenities solely within their respective boundaries.
AUTHORIZED USERS

Only Patrons and Guests are authorized to use the Amenity Facilities (each such a “Users”), all as further provided within these Policies and below; provided however certain events may be available to the general public where permitted by the Districts and subject to payment of any applicable fees and satisfaction of any other applicable requirements. Specifically, Users are subject to the following:

RESIDENTS: Residents, upon producing proper identification, can access and use all Amenity Facilities within the Districts. They are entitled to bring up to four (4) guests at a time, unless other arrangements have been made with an Amenity Manager.

RENTERS/LEASEHOLDERS: Residents who rent or lease out their residential unit(s) in the Districts for a period of at least 30 days shall have the right to designate the Renter/Leaseholder of their residential unit(s) as the beneficial users of the Resident’s membership privileges for purposes of Amenity Facilities use.

The Renter/Leaseholder may be required to acquire a membership with respect to the residence which is being rented or leased, as well as purchase an ID card in order to be entitled to use the Amenity Facilities. A Renter/Leaseholder who is designated as the beneficial user of the Resident’s membership shall be entitled to the same rights and privileges to use the Amenity Facilities as the Resident.

During the period when a Renter/Leaseholder is designated as the beneficial user of the membership, the Resident shall not be entitled to use the Amenity Facilities with respect to that membership.

Residents Owners shall be responsible for all charges incurred by their Renters/Leaseholders which remain unpaid after the customary billing and collection procedure established by the Districts. Resident oOwners are responsible for the deportment of their respective Renter/Leaseholder.

NON-RESIDENT MEMBERS: Non-Residents may pay an Annual User Fee and have access to all Amenity Facilities. As previously set by each District, both District’s Annual User Fee for any person not owning real property within the District is $2,400.00 4000.00 per year (split evenly amongst LA CDD and LAII CDD, as permitted by law), and this fee shall include privileges for two (2) people. Such Annual User Fee is adopted by: (i) LA CDD, pursuant to its Chapter II: Non-Residents User Fees, last set on February 26, 2007; and (ii) by LAII CDD, pursuant to its Chapter II: Non-Residents User Fees, last set on January 8, 2008. This payment must be paid-in- full at the time of completion of the Non-Resident Member application and the corresponding agreement. This fee will cover membership to all Amenity Facilities for one (1) full year from the date of receipt of payment by either District. Each subsequent annual membership fee shall be paid-in-full on the anniversary date of application for membership. Each District retains the authority to establish its own Annual User Fee, per these policies it is the intent of both Districts to set both Annual User Fees at the same level. As previously provided in the Districts rules setting such Annual User Fees, such fee may be increased, not more than once per year, by actions of the
respective Boards, to reflect increased costs of operation of the Amenity Facilities. This membership is not available for commercial purposes.

GUESTS: All Guests, regardless of age, must register with the office of the Amenity Manager prior to using the Amenity Facilities. The Patron inviting the Guest must be present upon registration, unless other arrangements have been made with the Amenity Manager’s office.

All Guests under eighteen (18) years of age must be accompanied at all times while using the Amenity Facilities by a parent or adult Patron over eighteen (18) years of age.

Registered Gguests over the age of eighteen (18) must register and may use the Amenity Facilities unaccompanied by a Patron, and must also sign a waiver of liability.

Patrons who have registered a Guest are responsible for ensuring that their Guests adhere to the Policies set forth herein and any and all actions taken by said Guest. Violation by a Guest of any of these Policies as set forth by the Districts could result in loss of that Patron’s privileges and membership as set forth in Section VI – Suspension and Termination of Privileges.

IDENTIFICATION CARDS

ID cards (or similar access devices) may be issued to all members of each Resident’s household and/or Non-Resident Members. Guest Passes shall be issued to all Guests upon registering with Amenity Manager. Each Patron and/or Guest will be required to present proper credentials upon request by Staff. If not presented, the individual will be asked to leave the venue. Renters/Leaseholders will be required to purchase their own ID cards (or similar access devices). All lost or stolen ID cards should be reported immediately to the Amenity Manager’s office. A fee will be assessed for any replacement cards or additional cards.

LOSS OR DESTRUCTION OF PROPERTY AND/OR INSTANCES OF PERSONAL INJURY

Patrons and their Guests assume sole responsibility for his or her personal property. The District and its contractors shall not be responsible for the loss or damage to any private property used or stored on or in any of the Amenity Facilities.

Any Patron or Guest utilizing District equipment is responsible for said equipment. Should the equipment be returned to the District damaged, missing pieces or in worse condition than when it was when usage began, that Patron or Guest will be responsible to the District for any cost associated with repair or replacement of the equipment.

Individuals who, in any manner, makes use of or accepts the use of any apparatus, appliance, facility, privilege or service whatsoever owned, leased or operated by the Districts or its contractors, or who engages in any contest, game, function, exercise, competition or other activity operated, organized, arranged or sponsored by the Districts, either on or off the Amenity Facilities’ premises, shall do so at his or her own risk, and shall hold the Amenity Facilities’ owners, the District, the Board of Supervisors, District employees, District representatives, District
contractors and District agents, harmless from any and all loss, cost, claim, injury, damage or liability sustained or incurred by him or her, resulting therefrom and/or from any act of omission of the Districts, or their respective operators, supervisors, employees, representatives, contractors or agents. Any Patron shall have, owe, and perform the same obligation to the Districts and their respective operators, supervisors, employees, representatives, contractors, and agents hereunder with respect to any loss, cost, claim, injury, damage or liability sustained or incurred by any Guest or family member of said Patron.

Should any party bound by these Policies bring suit against the District, the Board of Supervisors or Staff, agents or employees of the District, or any Amenity Facility operator or its officers, employees, representatives, contractors or agents in connection with any event operated, organized, arranged or sponsored by the District or any other claim or matter in connection with any event operated, organized, arranged or sponsored by the District, and fail to obtain judgment therein against the District or the Amenity Facilities’ operators, officers, employees, representatives, contractors or agents, said party bringing suit shall be liable to the prevailing party (i.e., the District, etc.) for all costs and expenses incurred by it in the defense of such suit, including court costs and attorney's fees through all appellate proceedings.

Amenity Facilities are unattended facilities. Persons using the Amenity Facilities do so at their own risk. Amenity Manager's staff members are not present to provide personal training, exercise consultation, athletic instruction, or lifeguard duties, unless otherwise noted, to Patrons or Guests. Persons interested in using the Amenity Facilities are encouraged to consult with a physician prior to commencing a fitness program.

SUSPENSION AND TERMINATION OF PRIVILEGES

Offenses: An Individual’s privileges to use the Amenity Facilities may be subject to various lengths of suspension or termination for up to one (1) calendar year by the Board of Supervisors, and the Individual may also be required to pay restitution for any property damage, if he or she:
fails to abide by any District rules or policies, including but not limited to these Policies and the Amenity Rate Rules;
submits false information on the application for a photo ID card, golf cart registration or Guest pass;
permits unauthorized use of a photo ID card or Guest pass;
exhibits unsatisfactory behavior, deportment, or appearance;
engages in unreasonable and abusive behavior that threatens the welfare, safety or reputation of the District, or its supervisors, Staff, contractors, vendors, or other Patrons or Guests;
treats the Districts’ supervisor, Staff, contractors, vendors, or other Patrons or Guests in an unreasonable or abusive manner;
damages or destroys District property.

Suspension and Termination Process: In response to any violation of the rules, regulations, policies and procedures specified herein, including, but not limited to, those set forth
in the section (i) above, the Districts, through its Boards, District Manager, and/or Amenity Manager, may follow the process outlined below with regard to suspension or termination of a Patron’s or Guest’s privileges:

First Offense – Verbal warning may be issued by Staff of such violations; the warning shall be summarized in a brief written report by Staff and kept on file in the Clubhouse and HFCCommunity Center.

Second Offense – Written warning by Staff of continued violations sent by certified mail to the Patron/Guest, supervisors notified and kept on file in the Clubhouse and HFC Community Center offices. In addition, the Patron/Guest will be suspended from the Amenity Facilities for the remainder of the day on which the written warning is issued.

Third Offense – Automatic suspension by the Amenity Manager of all Amenity Facilities privileges for one (1) week. A written report will be created; a certified letter will be sent by certified mail to the Patron/Guest supervisors notified and a copy of such letter kept on file in the Clubhouse and HFC Community Center Offices.

Fourth Offense – Automatic suspension by the Amenity Manager from all Amenity Facilities for up to thirty (30) days or until the date of the next meeting of the Board of Supervisors of the District within which the violation occurred, whichever occurs first. An complete record of all previous documented offenses within the previous twelve (12) months will be presented to the Board for recommendation of suspension beyond thirty (30) days or possible termination of the Patron’s/Guest’s privileges for up to one (1) calendar year from the Board’s approval of termination of privileges.

Health, Safety, Welfare. Notwithstanding anything contained herein, the Amenity Manager may, at any time, remove, restrict or suspend an individual’s privileges when such action is necessary to protect the health, safety and welfare of Districts’ supervisor, Staff, contractors, vendors, or other Patrons and their Guests, or to protect the Amenity Facilities from damage.

Such restriction or suspension shall be for a maximum period of thirty (30) days or until the date of the next meeting of the Board of Supervisors of the District within which the violation occurred, whichever occurs first. Such infraction and suspension shall be documented by the Amenity Manager. The Operations Manager, District Manager and Board of Supervisors shall be notified to review this action at the next Board of Supervisors meeting.

Jurisdiction Reciprocal. The ability to suspend or terminate privileges as provided herein shall be held by the District, through its Boards, District Manager, and/or Amenity Manager, in whose boundaries the violation at issue occurred. Violations that result in a suspension or termination in one District shall be brought up at the next Board of Supervisors meeting for the other District. Suspension or termination of privileges shall in no way prevent a
member of the District Boards, the District Manager, District staff or members of the public from attending a duly advertised public meeting of either District.

Appeals. Any Individual who has his or her Amenities privileges restricted/suspended for at least thirty (30) days and/or terminated in accordance with this Policies may appeal such restriction, suspension, or termination to the respective Board for reversal or reduction at the next regular meeting of such Board. The Board’s decision on appeal shall be final.

RESERVING FACILITIES

Amenity Facilities are available on a first-come, first-served basis, and subject to applicable fees or rates as set by the appropriate District. Requests to reserve facilities should be submitted through the Staff at the appropriate Amenity Facility.

Reservations are may be available for up to three two (23) hour increments for all facilities listed in the reservation policy, with the exception of the Clubhouse Ballroom and HFC Community Center. These can be reserved for periods up to five (5)-four (4) hours. Longer time increments may be approved by the Amenity Manager.

There are no personal “standing” weekly reservations allowed for the Amenity Facilities listed in the reservation policies. Lake Ashton activities taking place within the Amenity Facilities should be open to all Lake Ashton residents and not be labeled as “private”. If the room is not occupied/reserved by a club, group or organization, tables may be individually reserved, with the understanding that the Amenity Manager has the right tomay move or cancel reservations, if required, up to 48 hours prior to the reservation time.

Clubs, Groups, and organizations may make “standing” reservations. These will be reviewed semi-annually by the Amenity Manager. (Refer to section IX on what constitutes a club)

Reservations for commercial or profit-making purposes will be charged a fee in accordance with LA CDD and LAII CDD Chapter III: Rules for Amenities Rates, (respectively)

The Amenity Manager can reschedule any reservation if requested by a District. The Clubhouse or HFC must be notified if a scheduled reservation cannot be kept so the slot may be re-assigned. Reservations will be held for 15 minutes past theyour scheduled start time, before re- assigning the reservation time slot. after which the Amenity Manager has the right tomay re-assign the reservation.

RENTAL FACILITIES TERMS

Amenity Facilities are available for rent by Patrons, Lake Ashton approved Clubs/Organizations, and Non-Residents in accordance with the Policies of the District and the laws of the State of Florida. A complete list of Amenity Facilities available for rent, along with associated fees and deposits, are located as follows: (i) for LA CDD, in its Chapter III: Rules for Amenities Rates, last revised on September 7, 2018; and (ii) for LAII CDD, in its Chapter III:
Rules for Amenities Rates, last revised on August 22, 2019, as may be amended from time to time (collectively, the “Amenity Rate Rules”).

For functions held at an Amenity Facility having more than 25 people in attendance, a final guaranteed number of guests is to be conveyed to the Amenity Facilities events planner no later than five (5) 14 days before the date of the scheduled event. In absence of a final guarantee, the number indicated on the original agreement will be considered correct. A check shall be made payable to the applicable District.

If required by the Amenity Rate Rules of the respective District, deposit(s) or fees shall be submitted to the Clubhouse or HFC in the form of a separate check made payable to the “Lake Ashton Community Development District” or the “Lake Ashton II Community Development District,” as applicable.

CLUBS, GROUPS, AND OTHER ORGANIZATIONS

Any club, group or organization (collectively, “Clubs”) desiring to utilize the Amenity Facilities activities display space, Channel 96/732, Coffee Meetings, or the Lake Ashton Times and the LA Connection newslettersor District Media to promote Club activities must be registered with the Amenity Manager and meet the following criteria:

Clubs must be comprised of a minimum of at least five (5) active members; all members must be Residents or Renters/Leaseholders.
No Club may be formed, and no activities held within the Amenities Facilities, for commercial or profit-making purposes.
The purpose of each Club must be to provide lifestyle-enhancing opportunities to Residents or Renters/Leaseholders and not to effectuate sales of products or services. No one household can profit from the club. Clubs may generate funds through dues and proceeds from Club organized events. If a Club chooses to generate funds, a check-and-balance system must be in place as well as a Club checking account.
Club membership and Club activities must be available to all Residents or Renters/Leaseholders. Residents of Lake Ashton will be given priority to attend any club activity or event. Registered guests may be invited to attend if space permits. The Amenity Manager has the right to ask registered guests and other non- residents to leave if necessary to accommodate Lake Ashton Residents.
4.5.Criteria for Club membership should be governed by the individual club’s by-laws. 5.  Rules applying to the formation and admissibility of Clubs may be modified at the
discretion of the Boards of Supervisors.
6. Violations of these Policies by any Club may result in the loss of that Club’s privileges within the Amenity Facilities.

AMENITY POLICIES – GENERAL USAGE

CONDUCT: Individuals using the Amenity Facilities are expected to conduct themselves in a responsible, respective, courteous and safe manner, in compliance with all Policies/provisions and rules of the Districts governing the Amenity Facilities. Violation of the District(s) Policies and/or misuse or destruction of Amenity Facilities equipment may result in the suspension or termination of Amenity Facilities privileges with respect to the offending Individual.

CONFLICTS: Conflicts between Amenity users should be referred to Staff or security.
Under no circumstances should verbal or physical confrontation occur between Amenity users.

ALCOHOL: All persons must be twenty-one (21) years of age to consume alcohol at any Amenity Facility, and must do so in a responsible manner.

In regards to LA CDD’s Clubhouse: no alcohol may be brought into the physical structure of the Clubhouse, adjoining outdoor patio and pool deck. Alcoholic beverages held and/or consumed within the physical structure of the Clubhouse, adjoining outdoor patio and pool deck must be purchased through the holder of the liquor license registered with the State of Florida to serve alcoholic beverages at 4141 Ashton Club Drive, Lake Wales, Florida. Any registered holder of said liquor license shall be required to provide the Amenity Manager with an applicable certificate of insurance naming the District as an additional named insured.

In regards to LAIILA II CDD’s HFC Community Center: The HFC Community Center Amenity Manager may approve consumption of alcohol for events held at the Community Center by a vendor who is in possession of a valid liquor license and proof of insurance. See Section XI(vi) regarding the HFC Community Center herein for more specific information regarding alcohol at the HFC Community Center.

SMOKING:	Lake Ashton is a smoke-free community. Smoking tobacco products or electronic cigarettes are prohibited at all facilities and venues unless in a designated area.

PETS: Pets, (with the exception of duly registered service animals, as defined by the ADA) are not permitted at Amenities Facilities with the exception of Pet Parks unless. If a special event allowing pets has been approved by the Amenity Manager., pets Pets must be leashed and under control of an adult handler at all times. or in an appropriate carrier, or placed in a cage. Users Handlers are responsible to for picking up after their pets and to disposinge of any waste in a designated pet waste receptacle or outdoor dumpster. Adult handlers must be in control of pets at all times.

PARKING: Vehicles must be parked in designated areas. Vehicles, bicycles and golf carts should not be parked on grass lawns, in any way which blocks the normal flow of traffic, or in any way that limits the ability of emergency service workers to respond to situations. The Amenity Manager reserves the right to waive this parking restriction in the event overflow parking is needed for a large event.

OVERNIGHT PARKING: There shall be no overnight parking in Amenity Facility parking lots unless authorized by the Amenity Manager.

OFF-ROAD VEHICLES: Off-road motorbikes/vehicles, excluding golf carts, are prohibited on all property owned, maintained and operated by the District(s).

OPEN PLAY: Certain amenities are available on a first come, first serve basis at various times. No reservations are accepted during the time period listed as Open Play at the respective amenity.

FIRE SAFETYFIREWORKS: Candles, open burning or combustion of any kind are not permitted inside any Amenity Facility. Fireworks of any kind are not permitted on any Amenity Facility or property held by the Districts, with the following exception: the respective Board may approve the use of fireworks over specific bodies of water within its District’s boundaries.

GRILLS/SMOKERS: Patrons are not allowed to bring grills or smokers to the Amenity Facilities. Upon approval by the Amenity Manager, Patrons may hire an insured caterer to provide this service. The location of any grill or smoker will be at the discretion of the Amenity Manager. Such catering service will be required to provide the Amenity Manager with a certificate of insurance, naming the District as an additional insured party.

SERVICE AREAS: Service areas within the Amenity Facilities are off-limits except for
Staff.

DRONES: Drones and all forms of unmanned aerial vehicles are not permitted to be used inside Amenity Facility buildings any time without the written authorization of the District, except as permitted by law or regulation of an applicable government entity.

CHILD CARE: The District will not offer childcare services to Patrons or Guests at any of the Amenity Facilities.

SKATEBOARDING: Skateboarding is not permitted on the Amenity Facilities property at any time. Roller blading is permitted on cart paths and roadways only.

OUTSIDE ENTERTAINMENT: Performances at any Amenity Facility, including those by outside entertainers, must be approved, in advance, by the Amenity Manager.

ADVERTISING: Advertisements for Commercial Purposes shall not be posted or circulated in the Amenity Facilities. Petitions, posters, or promotional material shall not be originated, solicited, circulated or posted on Amenity Facility property unless approved, in writing, by the Amenity Manager.

COMMERCIAL PURPOSES: Activities with Commercial Purposes must have approval from the Amenity Manager

UNATTENDED GUESTS: Amenity users should not leave Guests who have adverse or debilitating health conditions unattended in any of the Amenity Facilities or District property.
PROGRAM/ACTIVITY APPROVAL: All programs and activities, including the number of participants, equipment and supplies usage, facility reservations, etc., at all Amenity Facilities must be approved by the Amenity Manager.

MANAGEMENT SPONSORED EVENTS: The Amenity Manager has the right to authorize management-sponsored events and programs to better serve the Patrons, and to reserve any Amenity Facility for said events (if the schedule permits) and to collect revenue for those services provided. This includes, but is not limited to, various athletic events, cultural programs and social events, etc.

NOISE: The volume of live or recorded music shall not violate applicable Local Noise Ordinances.

LOITERING: Loitering (the offense of standing idly or prowling in a place, at a time or in a manner not usual for law-abiding individuals, under circumstances that warrant a justifiable and reasonable alarm or immediate concern for the safety of persons or property in the vicinity) is not permitted at any Amenity Facility.

COMPLIANCE TO STATUTES: Individuals shall abide by and comply with any and all federal, state and local laws and ordinances while utilizing the Amenity Facilities, and shall ensure that any minor for whom they are responsible also complies with same.

EQUIPMENT: The Districts maintains a limited amount of equipment to support individual activities such as Bocce, Billiards, Pickleball, Racquetball, Shuffleboard, Yoga, and exercise classes. Please check their availability with the Amenity Manager. Patrons are encouraged to provide their own equipment for recurring use.

HOURS: Hours of operation, including holiday schedules, for Amenities Facilities are established and published by the Amenity Manager(s), and such hours are subject to change at the discretion of the Amenity Manager.

EMERGENCIES: After contacting 911 (if required), all emergencies and injuries must be reported to the gate attendant service (Thompson Nursery Road phone number 863-324-7290, CR 653 phone number 863-318-0237) or Amenity Manager (phone number Clubhouse 863-324-5457 or Community CenterHFC 863-595-1562) and to the office of the District Manager (phone number 407-841-5524). If immediate attention to the facilities is required and the Amenity Manager is not present, please contact one of the gate attendants employed by the District.

SIGNAGE: All Political Issue and Commercial Purpose signs outside Amenity Facility buildings are strictly prohibited. All other signs need the approval of an the Amenity Manager.

GOLF CARTS:
Golf Cart operations within the Districts shall abide by all applicable provisions of this Policy, Florida Statutes, as amended, and local ordinances and regulations, including, but not limited to, compliance with Chapters 316 and 320, Florida Statutes, all traffic control devices, and local traffic laws., and the City of Winter Haven’s Ordinance Sec. 18-155.
All Golf Carts used on or within the Amenities, including but not limited to the Golf Course and the Pathways/Bridges, must be registered at LAII CDD’s HFC Health and Fitness Center. Registration includes acknowledgement of these Policies, including specifically but not limited to this Section X. - GOLF CARTS and Section XII. (USE AT OWN RISK; INDEMNIFICATION) and displaying the appropriate Golf Cart decal when operating a Golf Cart within or on the Amenities. If the decal is not properly displayed, the Golf Cart operator will be asked to remove the Golf Cart fromleave the Amenity.
Golf Cart operators must be at least 16 years of age.
The speed limit for golf carts is 20 MPH on roads and 12 MPH on cart paths and bridges. 2.5.Golf Carts must have street/turf ties for operation on the Golf Course turf.
Safety Recommendations: the Districts recommends all owners and/or operators of Golf Carts used on or within the Amenities abide by the following safety recommendations:
Use extreme caution when traveling on Pathways/Bridges, especially if within the Golf Course when golf is being played;
The Districts recommend Golf Cart owners obtain liability insurance insuring against personal injury and damage to property with limits of at least $300,000;
Equip Golf Cart with efficient brakes, reliable steering apparatus, safe street/turf tires, a rearview mirror, and red reflectorized warning devices in both the front and rear.
Regularly check Golf Cart for safe operation of brakes, lights, steering, turn signals, and tires.
Make sure batteries are charged to good operating levels.
When passing or approaching another Golf Cart on a path, one Golf Cart should move to the side toward the Amenity property to allow the other cart to pass. Under no circumstances, should passing Golf Carts drive onto private property.
Passengers and drivers should keep all body parts inside the Golf Cart while it is in motion;
Passengers should have both feet planted firmly on the floor while the Golf Cart is moving;
Passengers should sit with their right hip against the right arm of the seat;
Passengers should be aware of traffic conditions. A sharp, unexpected turn can throw a rider from the Golf Cart. On turns and fast straightaways, passenger should use right hand to grasp the right arm of the seat.

PHOTOS AT EVENTS: By using District Amenities, patrons grant the District the right to use and publish photographs and/or videos in which they may be included in Lake Ashton media without their inspection or approval.
AMENITIES POLICIES – SPECIFIC USAGE

Patrons are responsible for ensuring their Guests adhere to the Policies set forth herein. In addition to the general Policies listed above, each Amenity Facility has the following specific Policies that must be followed:

i.	LOBBY
The Lobby at the Clubhouse and HFC are not reservable spaces. Tables can only be set up by registered Clubs, Groups, and Organizations, with prior approval from the Amenity Manager, for the purpose of selling tickets or registration for events in rooms reserved by the same group. Approved vendors may also set up a table as part of a sponsorship agreement.
Tables must not block means of ingress/egress or access to the rest of the building.

CLUBHOUSE BALLROOM

All food and beverages consumed in the Clubhouse Ballroom must be purchased and provided by the Restaurant contracted by the District.
Any Resident or Resident activity that qualifies for, and is granted a fee waiver under the Rules of Lake Ashton Community Development District, Chapter III, may, with the approval of the Amenity Manager, have an outside caterer provide food and non-alcoholic beverages for an event compliant with Chapter III. The Amenity Manager shall have sole discretion to grant or deny such a request, and may require the submission of a certificate of insurance, a waiver of liability, or other administrative documentation as deemed appropriate by the District.
Each organization, group or individual reserving the use of an Amenity Facility (or any part thereof) agrees to indemnify and hold harmless the District, the owners of the Amenity Facility and the owner’s officers, agents and employees from any and all liability, claims, actions, suits or demands by any person, corporation or other entity, for injuries, death, property damage of any nature, arising out of, or in connection with, the use of the District lands, premises and/or Amenity Facilities, including litigation or any appellate proceeding with respect thereto. Nothing herein shall constitute or be construed as a waiver of the District’s sovereign immunity granted pursuant to Section 768.38, Florida Statutes.
The volume of live or recorded music shall not violate applicable City of Lake Wales Noise Ordinances.
Room reservations are non-exclusive. At the Amenity Manager’s discretion and depending upon scheduling availability, reservations for multiple groups may be booked at the same time in this room. When multiple group activities are scheduled, please be courteous of others.

BOCCE

Appropriate dress is required on the court. Shirts and shoes must be worn at all times.
Bocce balls should not be tossed or thrown outside of the court.
Players on the opposite side of the playing or thrower’s end should stand outside the court walls. Sitting on the walls is permissible provided one’s legs are on the outside of the walls. Please report any loose boards, protruding nails, etc., to the Staff.
Children under eighteen (18) years of age must be supervised by an adult Patron who understands the rules of the game.
There are Open Play days designated by the Amenity Manager where reservations are not accepted to allow for "first come, first served" use of the amenity.
Room reservations are non-exclusive. At the Amenity Manager’s discretion and depending upon scheduling availability, reservations for multiple groups may be booked at the same time in this room. When multiple group activities are scheduled, please be courteous of others.

BOWLING

The center is available for open bowling when league play is not scheduled. Reservations are made through the Amenity Manager on a first-come basis.
Proper attire must be worn. Bowling shoes are the only acceptable footwear on the lanes.
The bowling machines are all self-scoring. If you are unsure how to operate the machines or need assistance, please contact the Amenity Manager or Staff for instructions.
No one is allowed past the foul line or on a bowling lane at any time. If it becomes necessary to traverse the lanes, all walking shall be done in the gutter(s).
Proper bowling etiquette shall be adhered to at all times. The use of profanity or disruptive behavior is prohibited.
No food or drink is allowed in the approach area.
If, at any time, the equipment fails to operate properly or your ball does not return, please contact the Amenity Manager or Staff for assistance.
No one is allowed behind the pin-setting machines without the permission of the Amenity Manager.
Return all balls and shoes to racks when you have finished bowling.
Guests under the age of eighteen (18) years of age must be supervised by adult Patron who understands the rules and regulations of the game.
There are Open Play days designated by the Amenity Manager where reservations are not accepted to allow for "first come, first served" use of the amenity.
10.12. Room reservations are non-exclusive. At the Amenity Manager’s discretion and depending upon scheduling availability, reservations for multiple groups may be booked at the same time in this room. When multiple group activities are scheduled, please be courteous of others.

CINEMA

Movies are scheduled on a regular basis by the Amenity Manager and open to all Patrons. Seating capacity is 55 and admittance is on a first-come basis. Guests under eighteen (18) years of age must be accompanied by an adult.
Movie selections are made by the Amenity Manager’s office based on new releases. Suggestions from Residents are also considered.
Scheduled movies and show times are posted and subject to change.
Closed-captioning is available for certain movies at certain show times. Please check with the Amenity Manager or Staff to obtain the schedule.
Be courteous and arrive on time. Movies are not to begin prior to the scheduled show time.
Reservations for the Cinema shall be made through the Amenity Manager’s office.
Contact the Amenity Manager or Staff for assistance with equipment.
Be sure the Cinema is clean and free from trash and debris following any function. Any Resident or Non-Resident Member who reserves and holds a function in the Cinema and fails to clean up and return it to the condition in which it was obtained may be charged a clean-up fee by the Amenity Manager.
Report any loose seats, lighting issues, or other facility needs to the Amenity Manager or Staff.

CARD ROOMS/HFC BILLIARDS ROOM/CLUBHOUSE GAMES ROOM/HFC POKER ROOM

Rooms are available during normal hours for Oopen Pplay, however, as many different card and billiard games are held at regularly scheduled times, you should contact either the Activities Office or Ashtonliving.net for a list of scheduled activities.
Reservations for the Card/Game Room can be made through the Amenity Manager’s office.
When group activities are scheduled, please be courteous of others. Random play is acceptable when the rooms are not scheduled for group activities.
Due to the large demand for these rooms, reservations should include the number of tables required to meet the needs of the group. Tables not used will be considered “open” and will be made available for use by another group or individual.
Room reservations are non-exclusive. At the Amenity Manager’s discretion and depending upon scheduling availability, reservations for multiple groups may be booked at the same time in this room. When multiple group activities are scheduled, please be courteous of others.
Residents booking the Clubhouse Game Room for a Lake Ashton club, group, or organization meeting or activity should be aware that the room will still be available for Billiards play.

CLUBHOUSE AND HFC COMMUNITY CENTER

Residents, Non-Resident Members, and members of the general public are responsible for ensuring that their Guests adhere to the Policies set forth herein.
The volume of live or recorded music must not violate applicable local government noise ordinances.
No open burning or candles are allowed at the facility.
Alcoholic beverage service, if approved, shall only be obtained through a service licensed to serve alcoholic beverages. Such service will be required to provide the Amenity Manager with a certificate of insurance, naming the District as an additional insured party. The Amenity Manager may make an exception to this requirement, in advance, for community events such as pot luck dinners, bingo events and private functions held by Patrons who have reserved the HFC Community Center. Patrons will be allowed to bring beer or wine for personal use when such a community event is held.
5.  Patrons are not allowed to bring or use grills or smokers at the HFC Community Center. Upon approval by the Amenity Manager, Patrons may hire an insured caterer to provide
this service. The location of any grill or smoker will be at the discretion of the Amenity Manager. Such catering service will be required to provide the Amenity Manager with a certificate of insurance, naming the District as an additional insured party.
2. Each organization, group or individual reserving the use of an Amenity Facility (or any part thereof) agrees to indemnify and hold harmless the District, the owners of the Amenity Facility and the owner’s officers, agents and employees from any and all liability, claims, actions, suits or demands by any person, corporation or other entity, for injuries, death, property damage of any nature, arising out of, or in connection with, the use of the District lands, premises and/or Amenities Facilities, including litigation or any appellate proceeding with respect thereto. Nothing herein shall constitute or be construed as a waiver of the District’s sovereign immunity granted pursuant to Section 768.38, Florida Statutes.
6.3.	Room reservations are non-exclusive. At the Amenity Manager’s discretion and depending upon scheduling availability, reservations for multiple groups may be booked at the same time in this room. When multiple group activities are scheduled, please be courteous of others.

COURTYARD ROSE GARDEN AND OUTDOOR KITCHEN

The courtyard Rose Garden is furnished with tables, chairs, and grilling equipment. Reservations for the Rose Garden courtyard may be made through the Community CenterHFC Activities Amenity Manager’s office.
If you are unsure how to operate the grills or need assistance with any equipment, please contact the Community CenterHFC Amenity Manager or Staff for instructions.
Please contact the Community CenterHFC Amenity Manager or Staff for assistance if equipment at the Rose Gardencourtyard fails to operate properly.
Guests must be eighteen (18) years of age to operate the grills at in the courtyardRose Garden. A deposit fee will be charged in accordance with Rules of Lake Ashton CDD II, Chapter III.
The courtyard Rose Garden and surrounding area must be clean and free from trash and debris following any function. Patrons reserving and holding a function at in the courtyard Rose Garden and fails to clean up and return it to the condition in which it was obtained may be charged a clean-up fee by the Community Center Amenity Manager.
5.6.  Room reservations are non-exclusive. At the Amenity Manager's discretion and depending upon scheduling availability, reservations for multiple groups may be booked at the same time in this room. When multiple group activities are scheduled, please be courteous of others.

viii.ix.	CRAFT ROOMS

Craft Rooms are open during normal operating hours. They are available for general use when not reserved.
Reservations for the Craft Rooms can be made through the Amenity Manager’s office.
If, at any time, the equipment in the Craft Room fails to operate properly, please contact the Amenity Manager or Staff for assistance.
Please be courteous of others’ projects and do not touch or handle them.
Guests under eighteen (18) years of age must be properly supervised by an adult.
5.6.  Room reservations are non-exclusive. At the Amenity Manager’s discretion and depending upon scheduling availability, reservations for multiple groups may be booked at the same time in this room. When multiple group activities are scheduled, please be courteous of others.

ix.x.	FITNESS CENTERS

Fitness centers are open daily during normal operating hours.
Patrons are encouraged to receive training on the apparatus before utilizing equipment
Each facility provides televisions for Patrons. Please be considerate when setting volume levels.
Individuals must be fourteen (14) years of age and older to use District Fitness Centers. Individuals 14-17 years of age must be accompanied by an adult.
Food, including chewing gum, is not permitted within the District Fitness Centers. Beverages, however, are permitted in the Fitness Centers if contained in non-breakable containers with screw-top or sealed lids.
Appropriate attire and footwear (covering the entire foot) must be worn at all times in the District Fitness Centers. Appropriate attire includes tee-shirts, tank tops, shorts, and/or athletic wear (no swimsuits).
Each individual is responsible for wiping off fitness equipment after use with the antiseptic wipes provided by the Districts.
Use of personal trainers is permitted in the District Fitness Centers with approval from the Amenity Manager.
Hand chalk is not permitted to be used in the District Fitness Centers.
Personal audio devices Radios, tape players, MP3 players and CD players are not permitted unless they are personal units equipped with headphones.
No bags, gear, or jackets are permitted on the floor of the District Fitness Centers or on the fitness equipment.
Weights or other fitness equipment may not be removed from the District Fitness Centers.
Limit use of cardiovascular equipment to thirty (30) minutes and step aside between multiple sets on weight equipment if other persons are waiting.
Be respectful of others. Allow other Patrons and Guests to also use equipment, especially the cardiovascular equipment.
Replace weights to their proper location after use.
Free-weights are not to be dropped and should be placed only on the floor or on equipment made specifically for storage of the weights.
Any fitness program operated, established and run by the Amenity Manager may have priority over other users of the District Fitness Centers.

x.xi.	GOLF COURSE

Cart Paths and Bridges
All Pathways/Bridges within the Golf Course are shared equally between golfers, golf carts, pedestrians and bicyclists. Use of the Pathways/Bridges by Non-Golfers during hours when golf is being played creates potential safety hazards; therefore, all users of the Golf Course must exercise extreme caution when golf is being played.
To reduce danger and likelihood of being struck by a golf ball, Non-Golfers should walk or ride in the opposite direction of play (starting on Hole 18 and ending on Hole 1), pause as golfers (“Golfers”) are about to hit, and only continue once the Golfers have struck their balls. Golfers should wave Non-Golfers through if the approaching Non-Golfers are fast moving or can pass by quickly.
Non-Golfers must stay on the Pathways/Bridges or Pond banks. Non-Golfers are encouraged to monitor the daily email circulated by Pro Shop staff members announcing course conditions, closures, and starting times for the groups on each course. In doing so, Non-Golfers can identify periods when no golfers are on the course. One course is normally closed on Monday and League play (Tuesday, Wednesday, and Thursday) does not start until 9:00 a.m.; however, Non-Golfers should check the conditions of each course before use. Additionally, it is generally safer to walk before 8:00 a.m. or after 4:00 p.m., when golfers are less likely to be present.
Pathways adjacent to Ponds and bridges can be dangerous. Golf Carts should operate at a safe speed and always use headlights after dusk. Extreme caution should be taken when traveling through standing water on Pathways.
Pets are permitted to be walked and exercised on the Pathways/Bridges. At no time should they be in the fairways or within thirty feet of a green. Pets must be on leash or in a Golf Cart at all times. Pet owners are responsible to pick up after their pet.
Use Golf Course At Own Risk: All Individuals who enter the Golf Course and/or utilize Pathways/Bridges and/or Ponds, including as a Non-Golfer pedestrian or within a Golf Cart, shall do so at his or her own risk as further provided in Section XII herein and assumes all risks associated with entering property used for playing golf, including but not limited to errant golf balls and golf clubs.

Ponds within the Golf Course
The Districts encourage a “catch and release” policy for any fish caught in the Ponds because of the frequency with which the Golf Course is treated with herbicides and fertilizers which may produce run-off into the Ponds within the Golf Course.
Non-Golfers using the Ponds along the Golf Course must exercise extreme caution when Golfers are present and playing golf because of the risk of being hit by an errant golf ball or golf club. Non-Golfers using the Ponds should position themselves away from the flight of any Golfer’s shot and be aware of Golfers hitting. Golf Carts being used by Non-Golfers using the Ponds should be parked way from play and off the Pathways/Bridges.
See Section XI.xiii. for additional rules regarding Ponds.

Golf
Golf may be played at the Golf Course for a fee. Any unauthorized individual found using the Golf Course facilities or playing the course will be asked to make restitution. If payment is not received, the individual will be removed and receive a warning.
Tee times are available upon request through the Pro Shop. Prior to play, Golfers must report to the Pro Shop. Golfers are asked to abide by local rules regarding dress, behavior, and play. Golfers should comply with announcements on course playing conditions. Complete Golf Course rules are available at the Pro Shop.
Golfers are reminded that they share the Pathways/Bridges and Ponds with Non- Golfers. Golfers do not have any higher priority for use than any Non-Golfer and need to be considerate in allowing use by all Lake Ashton Community members.

xi.xii.	HORSESHOES

Horseshoe equipment, if available, may be obtained from the Shuffleboard storage closet.
Appropriate dress is required on the court. Shirts and shoes must be worn at all times.
No tossing of horseshoes while someone is in a pit or in the throwing lane. Horseshoes tumble when thrown and participants need to safely clear the pit.
Guests under the age of eighteen (18) years of age may play provided they are supervised by an adult Patron and are physically capable of tossing a shoe to the pit. Supervising adults are responsible for children’s safety.

xii.xiii.	INDOOR SPORTS COURTS

Various articles of equipment, if available, may be obtained from the equipment storage area.
Proper etiquette shall be adhered to at all times. The use of profanity or disruptive behavior is prohibited.
Proper athletic shoes and attire are required at all times while on the courts. Shirts must be worn. No black-soled shoes are allowed.
Proper safety equipment, such as protective eyewear, must be used when appropriate to the sport being played.
Beverages are permitted at the sports courts if they are contained in non-breakable containers with screw-top or sealed lids.
No chairs, other than those provided by the Districts, are permitted on the sports courts.
Guests under the age of eighteen (18) must be accompanied by an adult Patron.
Courts must be cleaned up after useEquipment must be returned to storage after use.

xiii.xiv.	LAKES AND PONDS (FISHING)

Patrons may fish from any District owned Pond within the Lake Ashton Community Development District and Lake Ashton II Community Development District. Please check with the Amenity Manager for rules and regulations pertaining to fishing and for proper access points to these bodies of water.
No water crafts of any kind are allowed in the Ponds, except for small remote-controlled boats intended for recreational purposes.
Swimming, wading, and/or pets are not allowed in any Pond.
The Ponds may be occupied with Alligators and other wildlife that can present a danger to Individuals along the Pond banks. All Individuals should exercise extreme caution, but Individuals must be especially mindful of the risk if small children or pets are present. They should not be left unattended.
Regarding Ponds within the Golf Course:
The Districts encourage a “catch and release” policy for any fish caught in the Ponds because of the frequency with which the Golf Course is treated with
herbicides and fertilizers which may produce run-off into the Ponds within the Golf Course.
Non-Golfers using the Ponds along the Golf Course must exercise extreme caution when Golfers are present and playing golf because of the risk of being hit by an errant golf ball or golf club. Non-Golfers using the Ponds should position themselves away from the flight of any Golfer’s shot and be aware of Golfers hitting. Golf Carts being used by Non-Golfers using the Ponds should be parked way from play and off the Pathways/Bridges.

xiv.xv.	LIBRARY/MEDIA CENTERS

There are two library/media centers, one in the Clubhouse and one in the HFCCommunity Center. They have books, puzzles, computers, tables, DVDs and an area for reading.
Books and puzzles are donated by Patrons for use by other Patrons. They may be removed but must be returned upon completion to either Amenity Facility.
District computers and their content, including email, are subject to monitoring and access by the District at any time with or without consent or prior knowledge of the user. The District reserves the right to monitor any use of network resources, to monitor computer and internet usage, including, but not limited to: sites visited, searches conducted, information uploaded or downloaded and to access, retrieve and delete any data stored in, created, received, or sent over the network or using network resources for any reason.
It is strictly prohibited to use a District computer for wireless internet access to seek, send or store Inappropriate Content (as defined herein) and/or for unauthorized copying of copyrighted material. Examples of copyrighted materials include, but are not limited to: commercial music, video, graphics, or other intellectual property. The Districts assume no responsibility for any damages, direct or indirect, that may occur from the use of its electronic resources. Users of the Districts computers and/or wireless internet access peruse the internet at their own risk, realizing the potential for accessing offensive, inaccurate, illegal, or fraudulent information.
The District reserves the right to revoke any User’s access to the Districts’ computers and/or wireless internet at any time.

xv.xvi.	MEDIA

Districts’ Media (as defined herein) is provided for the dissemination of factual community information by the Districts to Patrons. The District hereby adopts a no commercial advertisements policy, including those related to Political Issues. This policy provides that the District will not, through its newsletter, e-blast system, website, on the recreational facilities walls or grounds or through other District medium, allow commercial advertisements of any kind, regardless of content. The only commercial advertisements permitted are those that are of official District or Club events, as determined by the Amenity Manager.
It is the intent of the Districts to maintain Media as a non-public forum for the dissemination of factual community information by the Districts to Patrons.
Clubs that meet the criteria for a Club under the Policies and are properly registered with the Amenity Manager, may submit material for inclusion in Media.
All information included in Media shall be limited to factual information, shall not advocate passage or defeat of a candidate, party, measure or other Political Issue, and shall not support, endorse or oppose a candidate for nomination or election to a public office or office of political party or public officer.
The provisions hereunder regarding Media shall not be interpreted to prohibit any publications, postings, mailings or information produced, endorsed or circulated by the Supervisor of Elections, local, state, federal or other government of competent jurisdiction over the Districts or to such publications, postings, mailings or information permitted under local, state or federal law.
The Districts may accept paid political advertising that complies with Chapter 106, Florida Statutes, and all applicable local, state and federal laws. The advertising rates for such paid political advertising shall be the same as those rates charged to other members of the public for paid advertising. It is the sole responsibility of the party submitting the paid political advertising to ensure the advertisements compliance with all laws, including, but not limited to, those laws requiring mandatory language and/or a disclaimer within the paid political advertising.
Notwithstanding any of the foregoing, the Districts reserve full editorial rights to select, exclude, modify, add or delete material submitted for inclusion in Media, including the right to edit material relating to Political Issues, and the Districts additionally reserve the right to include a disclaimer in Media noting the LA CDD and LAII CDD does not endorse or support a particular candidate, party, measure or issue.

xvi.xvii.	PAVILION

Use of the Pavilion is by reservation only. Reservations can be made through the Amenities Manager’s office.
The Pavilion is furnished with tables, chairs, fans, electricity, and grills. If you are unsure how to operate the grills or need assistance with any equipment, please contact the Amenity Manager or Staff for instructions. No grills or smokers are allowed inside the pavilion.
If, at any time, the equipment at the Pavilion fails to operate properly, please contact the Amenity Manager or Staff for assistance.
Guests must be eighteen (18) years of age and older to operate the grills.
Ensure that the Pavilion and surrounding area is clean and free from trash and debris following any function. Patron who reserves and holds a function at the pavilion and fails to clean up and return it to the condition in which it was obtained may be charged a clean- up fee by the Amenity Manager.

5.6.  Room reservations are non-exclusive. At the amenity manager’s discretion and depending upon scheduling availability, reservations for multiple groups may be booked at the same time in this room. When multiple group activities are scheduled, please be courteous of others.

xvii.xviii.	PET PARKS

Pet parks are open daily from sunrise to sunset. Specific times will vary based on the time of year.
The security staff will unlock and lock the gates daily.
Both All pet play parks welcome all sized pets.
Pets must be kept on a leash until through the transition gates. Owners must carry a leash with them at all times.
Owners are liable for the actions and behavior of their pets at all times.
All pets must wear a collar with identification, current license, and rabies certification. All pets must have all required current vaccinations.
All pet waste must be cleaned up immediately by the owners and disposed of properly in the receptacles provided.
Aggressive or unruly pets must be leashed and removed from the parks immediately.
Pets in heat, displaying aggression or signs of illness or disease are prohibited from using the facility until the circumstances are corrected. This applies equally to pets with worms, fleas, or ticks.
All pet handlers must be at least eighteen (18) years of age.
No children are allowed in the parks without adult supervision.
Pets are not allowed to dig holes. Their owners are responsible for immediately stopping the digging and refilling any holes with soil.
At the first sign of aggression or if a pet becomes unruly and plays too rough, the pet must be leashed and removed from the pet park immediately and banned for the remainder of the day. This will also cause a verbal warning to be issued to the owner by the Amenity Manager.
In the event the pet harms, bites or fights another pet or an owner, the pet will be banned from visiting the parks while other pets are present for a period of thirty days.
If a second incident of harm, biting, or fighting occurs within a six (6) month period, the pet will be banned from the pet park for one (1) year.
15.16. All pet toys should be picked up and removed when done.

xviii.xix.	PICKLEBALL

Pickleball courts can be reserved through the Amenity Manager. Non-reserved courts are available for open Open play Play on a first-come, first-served basis.
Use of a pickleball court is limited to one hour when others are waiting, unless the court is used pursuant to a reservation discussed above. Play may continue if no one is waiting.
If you find it necessary to “bump” other players when it is your turn to play:
Never attempt to enter someone else’s court before your reservation time.
Never enter the court or distract players while others are in the middle of a point or game.
Wait outside the entrance gate and politely inform the players that you have a reservation time.
Allow players to finish one more point, and then begin the player changeover for the court.
If you are bumped from a court and wish to continue play, please notify the office Staff and they will do their best to get you on the next available court.
Proper pickleball etiquette shall be adhered to at all times. The use of profanity or disruptive behavior is prohibited.
Proper court shoes and attire, as determined by the Amenity Manager, are required at all times while on the courts. Shirts must also be worn at all times.
Due to demand, there is a three (3) Guest limit per court. Guests must be accompanied by a Patron and properly registered.
No jumping over nets.
Players must clean up after play. This includes “dead” balls, Styrofoam cups, plastic bottles, etc. The goal is to show common courtesy by leaving the court ready for play for Patrons who follow you.
Court hazards or damages must be immediately reported to the Amenities Manager for repair.
No temporary or permanent boundary markers or lines may be placed on the courts, other than the existing lines, unless approved in advance by the Amenity Manager.
Beverages are permitted at the facility if they are contained in non-breakable containers with screw-top or sealed lids. No food or glass containers are permitted on the tennis courts.
No chairs, other than those provided by the District are permitted on the pickleball courts.
Lights at the pickleball facility must be turned off after use. xix.xx.	RESTAURANT
The Lake Ashton Clubhouse restaurant is open to Patrons and Non-Residents. Operating
hours and menu are determined by the restaurant and are posted at the Clubhouse and on www.ashtonliving.net.
Proper attire must be worn at all times when in the restaurant or when seated on its patio; shoes and shirts are required.
All Patrons and Guests are also required to adhere to any posted Policy regarding the restaurant that has been approved by the Board of Supervisors.

xx.xxi.	SHUFFLEBOARD

Shuffleboard equipment, if available, may be obtained from the Shuffleboard storage closet.
Appropriate dress is required on the court. Shirts and shoes are required at all times.
Pucks or sticks are not to be thrown.
No person or person(s) should walk on or across the Shuffleboard Court.
Guests under eighteen (18) years of age may play if supervised by an adult Patron who understands the rules and regulations of the game.
Beverages are permitted at the facility if they are contained in non-breakable containers with screw-top or sealed lids. No glass containers are permitted on the courts.
5.7.  Room reservations are non-exclusive. At the Amenity Manager’s discretion and depending upon scheduling availability, reservations for multiple groups may be booked at the same time in this room. When multiple group activities are scheduled, please be courteous of others.

xxi.xxii.	SPAS
There is no lifeguard on duty. Patrons and Guests swim at their own risk and must adhere to swimming pool rules at all times.
Spas are is open during normal operating hours.
You must be thirteen (13) years of age or older to use the spa.
Children under the age of eighteen (18) must be accompanied by an adult.
Maximum capacity is seven (7) people.
No food or beverages are allowed within six (6) feet of the spa.No food or drink are allowed within the area of the wet pool deck (which is defined as the area within four (4) feet of the pool).
Beverages must be in non-breakable containers with a lid.Food and drinks are permitted outside the wet pool deck area. Glass containers are prohibited. Food and non-alcoholic beverages may be brought to the pool area for personal use.
Proper swim attire (no cutoffs) must be worn. Adults with bladder control issues or incontinence must wear appropriate waterproof attire.
Individuals with open sores should not use the spa.
The Amenity Manager will control whether swimming is permitted in inclement weather, and the spa facility may be closed or opened at their discretion. If the lightning alarm sounds, all Patrons must evacuate the spa immediately
7.10.  Patrons must comply with posted signage in addition to the rules listed above.

xxii.xxiii.	SWIMMING POOLS

The Swimming pool is open for free swim unless restricted due to the scheduling of swim lessons and aquatic/recreational programs approved by the Amenity Manager.
There is no lifeguard on duty. Patrons and Guests swim at their own risk and must adhere to swimming pool rules at all times.
All Patrons must present proper identification or Guest Passes when requested by Staff. As a rule, a Resident may allow up to four (4) Guests to the swimming pool areas.
Use of the swimming pools is permitted only during designated hours.
Pool and spa availability may be limited or rotated in order to facilitate maintenance of the facility and to maintain health code regulations.
Any person swimming during non-posted swimming hours will be subject to suspension and termination policy.
Guests under eighteen (18) years of age must be accompanied by an adult at all times
Proper swim attire (no cutoffs) must be worn in the pool.
Children under three (3) years of age, and those who are not reliably toilet trained, must wear rubber-lined swim diapers, as well as a swimsuit over the swim diaper, to reduce the health risks associated with human waste in the swimming pool/deck area.
Adults with bladder control issues or incontinence must wear appropriate waterproof attire.
The changing of diapers or clothes is not allowed poolside.
Showers are required before entering the pool.
No one shall pollute the pool. Anyone who pollutes the pool is liable for any costs incurred in treating and reopening the pool.
Loud, profane, or abusive language is absolutely prohibited; no physical or verbal abuse will be tolerated.
Diving is prohibited; no diving, jumping, pushing, running, throwing any item or other horseplay is allowed in the pool or on the pool deck area.
No pets (except service animals), bicycles, skateboards, roller blades, scooters and golf carts are permitted on the pool deck area.
Personal audio devicesRadios, tape players, CD players, MP3 players and televisions are not permitted unless they are personal units equipped with headphones or for scheduled activities such as aqua fitness classes.
Play equipment, such as floats, rafts, snorkels, flotation devices and other recreational items must meet with Staff approval. Radio controlled water craft are not allowed at any time in the pool area. The facility reserves the right to discontinue usage of such play equipment during times of peak or scheduled activity at the pool, or if the equipment causes a safety concern.
Pool entrances must be kept clear at all times.
No swinging on ladders, fences, or railings is allowed.
Pool furniture is not to be removed from the pool area.
No food or drink are allowed within the area of the wet pool deck (which is defined as the area within four (4) feet of the pool).
Food and drinks are permitted outside the wet pool deck area. Glass containers, dishes, and drinking cups are prohibited. Food and non-alcoholic beverages may be brought to the pool area for personal use.
No chewing gum is permitted in the pool or spa or on the surrounding deck areas.
The Districts are not responsible for lost or stolen items.
Chemicals used in the pool/spa may affect certain hair or fabric colors. The Districts are not responsible for these effects.
26.27. Individuals with open sores should not use the pool.
The Amenity Manager will control whether swimming is permitted in inclement weather, and the pool facility may be closed or opened at their discretion. While at the Clubhouse outdoor Pool, Iif the lightning alarm sounds, all Patrons must evacuate the pool immediately.
Patrons must comply with posted signage in addition to the rules listed above. 27. 

xxiii.xxiv.	TENNIS COURTS

Tennis courts can be reserved through the Amenity Manager. Non-reserved courts are available for Oopen Pplay on a first-come, first-served basis. Patrons desiring to use the tennis courts should check with Staff to verify availability. Use of a tennis court is limited to one and a half (1.5) hours when others are waiting, unless the court is used pursuant to a reservation discussed above. Play may continue if no one is waiting.
If you find it necessary to “bump” other players when it is your turn to play:
Never attempt to enter someone else’s court before your reservation time.
Never enter the court or distract players while others are in the middle of a point or game.
Wait outside the entrance gate and politely inform the players that you have a reservation time.
Allow players to finish one more point, and then begin the player changeover for the court.
If you are bumped from a court and wish to continue play, please notify the office Staff and they will do their best to get you on the next available court.
Proper tennis etiquette shall be adhered to at all times. The use of profanity or disruptive behavior is prohibited.
Proper tennis shoes and attire are required at all times while on the courts. Shirts must be worn at all times.
Guests are limited to three (3) to a single court. Guests under the age of eighteen (18) are not allowed to use the tennis facility unless accompanied by an adult Patron.
No jumping over nets.
Players must clean up after play. This includes “dead” balls, Styrofoam cups, plastic bottles, etc. The goal is to show common courtesy by leaving the court ready for play for Patrons who follow you.
Court hazards or damages of any type need to be reported to the Amenity Manager for repair.
Persons using the tennis facility must supply their own equipment (rackets, balls, etc.).
No temporary or permanent boundary markers or lines may be placed on the tennis courts, other than the existing tennis lines, unless approved in advance by the Amenity Manager.
Beverages are permitted at the tennis facility if they are contained in non-breakable containers with screw-top or sealed lids. No food or glass containers are permitted on the tennis courts.
No chairs, other than those provided by the District, are permitted on the Tennis Ccourts.
Lights at the tennis facility must be turned off after use.
A Spinshot tennis ball machine is available at the Clubhouse tennis facility. Use of the machine must be used in accordance with posted instructions. Training for the use of the equipment must occur prior to use and persons using this piece of equipment do so at their own risk.
14.15. Reservations are non-exclusive. At the Amenity Manager’s discretion and depending upon scheduling availability, reservations for multiple groups may be booked at the same time at this amenity. When multiple group activities are scheduled, please be courteous of others.

xxiv.xxv.	WILDLIFE
When using the Amenity Facilities, including especially outdoor areas and open spaces, please adhere to the following guidelines in regards to non-domesticated animals (“Wildlife”):
Wildlife encountered within the Amenity Facilities should never be approached.
Never leave small children unattended.
Never feed wild animals, or leave food/garbage unattended.
Wildlife are likely to be present in all natural waters or wetlands. Please take caution and be vigilant when close to such areas.
The Lake Ashton Community is a natural Wildlife habitat; therefore, exercise caution and vigilance at all times.
Please visit the Florida Fish and Wildlife Conservation Commission’s website for more information regarding interaction with Wildlife common to Florida, found here: https://myfwc.com/conservation/you-conserve/wildlife/
USE AT OWN RISK; INDEMNIFICATION

Any Patron, Guest, or other person who participates in the Activities (as defined below), shall do so at his or her own risk, and shall indemnify, defend, release, hold harmless, and forever discharge the Districts and its contractors, and the present, former, and future supervisors, staff, officers, employees, representatives, agents, and contractors of each (together, “Indemnitees”), for any and all liability, claims, lawsuits, actions, suits or demands, whether known or unknown, in law or equity, by any individual of any age, or any corporation or other entity, for any and all loss, injury, damage, theft, real or personal property damage, expenses (including attorney’s fees, costs and other expenses for investigation and defense and in connection with, among other proceedings, alternative dispute resolution, trial court, and appellate proceedings), and harm of any kind or nature arising out of, or in connection with, the participation in the Activities, by said Patron, Guest, or other person, and any of his or her Guests and any members of his or her family.
Should any Patron, Guest, or other person, bring suit against the Indemnitees in connection with the Activities or relating in any way to the Amenities, and fail to obtain judgment therein against the Indemnitees, said Patron, Guest, or other person shall be liable to the Districts for all attorney’s fees, costs, and other expenses for investigation and defense and in connection with, among other proceedings, alternative dispute resolution, trial court, and appellate proceedings.
The waiver of liability contained herein does not apply to any act of intentional, willful or wanton misconduct by the Indemnitees.
For purposes of this section, the term “Activities,” shall mean the use of or acceptance of the use of the Amenities, utilization of the Golf Course, Pathways/Bridges, and/or Ponds (including but not limited to as a pedestrian or within a Golf Cart), or engagement in any contest, game, function, exercise, competition, sport, event, or other activity operated, organized, arranged or sponsored by the Districts, its contractors or third parties authorized by the Districts.

SOVEREIGN IMMUNITY

Nothing herein shall constitute or be construed as a waiver of the Districts’ limitations on liability contained in Section 768.28, F.S., or other statutes or law.

SEVERABILITY

The invalidity or unenforceability of any one or more provisions of these Policies shall not affect the validity or enforceability of the remaining provisions, or any part of the Policies not held to be invalid or unenforceable.
OTHER RULES AND POLICIES

The Districts have also adopted other rules and policies governing the use of District property. Please contact the District Manager for copies of all such rules and policies

SECTION VII

SECTION A

SECTION 1

Proposed Budget
Fiscal Year 2023

Community Development District

May 16, 2022

Lake Ashton
Community Development District

TABLE OF CONTENTS

General Fund
Budget	Page 1-2
Budget Narrative	Page 3-8

Capital Projects Fund
Budget	Page 9

Debt Service Funds
Series 2015 Budget	Page 10
Amortization Schedule A-1	Page 11
Amortization Schedule A-2	Page 12

Enterprise Fund
Budget	Page 13
	Adopted
Budget	Actual
Thru	Projected
Next	Total
Projected	Proposed
Budget						
Description	FY 2022	4/30/22	5 Months	9/30/22	FY 2023						

Revenues											
Special Assessments - Levy	001.300.36300.10100	$1,789,053	$1,800,087	($12,259)	$1,787,828	$1,783,560					
Rental Income	001.300.36200.10100	$40,000	$17,925	$12,804	$30,729	$40,000					
Entertainment Fees	001.300.36200.10000	$130,000	$157,591	$26,078	$183,669	$130,000					
Newsletter Ad Revenue	001.300.36200.10200	$80,000	$62,316	$44,511	$106,827	$95,000					
Interest Income	001.300.36100.10000	$1,000	$618	$442	$1,060	$1,000					
Restaurant Retail Sales (1)	001.300.34900.10000	$865,535	$0	$0	$0	$0					
Restaurant Catering Sales (1)	001.300.34900.10001	$118,400	$0	$0	$0	$0					
Contributions	001.300.36600.10000	$0	$0	$0	$0	$0					
Miscellaneous Income	001.300.36900.10000	$5,000	$9,256	$0	$9,256	$5,000					
Carryforward	001.300.27100.10000	$118,295	$60,516	$0	$60,516	$69,012					
 TOTAL REVENUES			  $3,147,283 		  $2,108,309 			$71,575 		  $2,179,885 		  $2,123,572 	

Expenditures											
Administrative											
Supervisor Fees	001.310.51300.11000	$4,000	$1,950	$1,050	$3,000	$2,550					
FICA Expense	001.310.51300.21000	$306	$149	$80	$230	$195					
Engineering	001.310.51300.31100	$60,000	$20,855	$14,896	$35,751	$60,000					
Arbitrage	001.310.51300.31200	$600	$0	$600	$600	$600					
Dissemination	001.310.51300.31300	$1,000	$1,183	$417	$1,600	$1,500					
Attorney	001.310.51300.31500	$30,000	$15,045	$15,045	$30,089	$30,000					
Annual Audit	001.310.51300.32200	$3,750	$0	$3,750	$3,750	$3,850					
Trustee Fees	001.310.51300.32300	$4,310	$0	$4,310	$4,310	$4,310					
Management Fees	001.310.51300.34000	$60,236	$35,138	$25,098	$60,236	$63,248					
Accounting System Software	001.310.51300.35100	$1,000	$583	$417	$1,000	$1,000					
Postage	001.310.51300.42000	$2,500	$1,461	$1,044	$2,505	$2,500					
Printing & Binding	001.310.51300.42500	$1,000	$108	$77	$186	$1,000					
Newsletter Printing	001.310.51300.42501	$35,000	$29,468	$21,049	$50,517	$50,000					
Rentals & Leases	001.310.51300.42502	$5,500	$1,221	$2,124	$3,345	$5,500					
Insurance	001.310.51300.45000	$48,639	$50,686	$0	$50,686	$60,823					
Legal Advertising	001.310.51300.48000	$1,500	$394	$875	$1,269	$1,500					
Other Current Charges	001.310.51300.49000	$1,250	$799	$571	$1,370	$1,250					
Property Taxes	001.310.51300.31400	$13,500	$0	$0	$0	$0					
Office Supplies	001.310.51300.51000	$125	$83	$59	$141	$175					
Dues, Licenses & Subscriptions	001.310.51300.54000	$175	$175	$0	$175	$175					
 TOTAL ADMINISTRATIVE				$274,391 			$159,298 			$91,461 			$250,759 			$290,176 	

Maintenance											
Field Management Services	001.320.57200.34000	$362,786	$215,849	$146,937	$362,786	$408,176					
Gate/Patrol/Pool Officers	001.320.57200.34501	$260,614	$137,032	$140,717	$277,749	$310,273					
Pest Control	001.320.57200.54501	$4,690	$2,380	$1,525	$3,905	$4,690					
Security/Fire Alarm/Gate Repairs	001.320.57200.34500	$7,500	$4,874	$3,481	$8,355	$7,500					
	Adopted
Budget		Actual
Thru		Projected
Next		Total
Projected		Proposed
Budget		
Description		FY 2022		4/30/22		5 Months		9/30/22		FY 2023	

Maintenance-continued											
Telephone/Internet	001.320.57200.41000		$13,600		$7,721		$5,515		$13,236		$13,600	
Electric	001.320.57200.43000		$216,000		$129,644		$92,603		$222,247		$220,000	
Water	001.320.57200.43100		$20,000		$7,386		$5,276		$12,662		$16,000	
Gas-Pool	001.320.57200.43200		$20,500		$22,136		$193		$22,328		$25,000	
Gas-Restaurant	001.320.57200.43201		$15,000		$8,345		$5,961		$14,306		$0	
Refuse	001.320.57200.43300		$14,000		$9,240		$6,764		$16,004		$14,000	
Repairs and Maintenance-Clubhouse	001.320.57200.54500		$57,600		$24,716		$17,654		$42,370		$57,600	
Repairs and Maintenance-Fitness Center	001.320.57200.54510		$3,000		$421		$1,500		$1,921		$3,000	
Repairs and Maintenance-Restaurant	001.320.57200.54520		$17,400		$13,700		$9,786		$23,486		$0	
Repairs and Maintenance-Bowling Lanes	001.320.57200.54530		$17,000		$9,634		$6,882		$16,516		$17,000	
Furniture, Fixtures, Equipment	001.320.57200.52010		$15,000		$300		$5,000		$5,300		$15,000	
Repairs and Maintenance-Cart Path & Bridge  001.320.57200.54540		$7,000		$3,250		$2,321		$5,571		$0	
Repairs and Maintenance-Pool	001.320.57200.45300		$20,000		$9,457		$6,565		$16,022		$20,000	
Golf Cart Repairs and Maintenance	001.320.57200.54506		$5,400		$1,535		$863		$2,398		$5,400	
Landscape Maintenance	001.320.57200.46200		$194,514		$113,470		$81,050		$194,520		$194,520	
Plant Replacement	001.320.57200.46201		$7,000		$406		$2,500		$2,906		$7,000	
Irrigation Repairs	001.320.57200.46202		$3,500		$649		$1,500		$2,149		$3,500	
Lake Maintenance	001.320.53800.46800		$46,740		$27,245		$19,475		$46,720		$49,545	
Wetland/Mitigation Maintenance	001.320.53800.46801		$34,800		$0		$0		$0		$41,595	
Permits/Inspections	001.320.57200.54100		$1,500		$1,414		$1,010		$2,424		$2,200	
Office Supplies/Printing/Binding	001.320.57200.51000		$6,000		$3,470		$2,478		$5,948		$5,000	
Operating Supplies	001.320.57200.52000		$23,000		$12,876		$9,197		$22,074		$23,000	
Credit Card Processing Fees	001.320.57200.34600		$4,000		$3,319		$1,072		$4,391		$5,500	
Dues & Subscriptions	001.320.57200.54000		$9,000		$2,571		$1,836		$4,407		$9,000	
Decorations	001.320.57200.52005		$2,000		$0		$0		$0		$2,000	
Special Events	001.320.57200.49400		$130,000		$91,932		$65,666		$157,598		$130,000	
Restaurant Operations (1)	001.330.57200.52000		$1,094,291		$0		$0		$0		$0	
Water Damage Repairs	001.320.57200.54507		$0		$0		$0		$0		$0	
TOTAL MAINTENANCE		$2,633,435		$864,972		$645,327		$1,510,300		$1,610,099	
											
TOTAL EXPENDITURES		$2,907,826		$1,024,271		$736,788		$1,761,059		$1,900,275	

Other Sources and Uses											
Capital Reserve-Transfer Out (From General Fund to Capital Reserve)		($349,813)		($349,813)		$0		($349,813)		($116,866)	
Capital Reserve-Transfer In (Restaurant) (From Capital Reserve to General) (1)		$110,356		$0		$0		$0		$0	
Capital Reserve-Transfer out (From General Fund to Restaurant Operations) (1)		$0		$0		$0		$0		($106,431)	
TOTAL OTHER SOURCES AND USES		($239,457)		($349,813)		$0		($349,813)		($223,297)	
											
EXCESS REVENUES		$0		$734,225		($665,213)		$69,012		$0	

	FY 2019	FY 2020	FY 2021	FY 2022	FY 2023	
Net Assessment	$1,572,076	$1,719,338	$1,703,644	$1,789,053	$1,783,560	
Plus Collection Fees (7%)	$118,328	$129,413	$128,231	$134,660	$134,246	
Gross Assessment	$1,690,404	$1,848,750	$1,831,875	$1,923,713	$1,917,806	
No. of Units	986	986	977	977	974	
Gross Per Unit Assessment	$1,714.41	$1,875.00	$1,875.00	$1,969.00	$1,969.00	

(1) Restaurant revenues and expenses have been moved to the Enterprise Fund budget. See Page xx.
REVENUES:

Special Assessments 001.300.36300.10100
The District will levy a non ad-valorem special assessment on all taxable property within the District to fund all of the General Operating Expenditures for the fiscal year.

Rental Income 001.300.36200.10100
Rental fees charged for rental of facilities for events.

Entertainment Fees 001.300.36200.10000
Fees charged for the Entertainment Series tickets and Special Event tickets. The entertainment fees include a charge for those paying with credit cards to offset the credit card processing fees.

Newsletter Income 001.300.36200.10200
The District will earn advertising income from local businesses who would like to advertise in the CDD newsletter that is published on a monthly basis.

Interest Income 001.300.36100.10000
The District will have all excess funds invested with the State Board of Administration. The amount is based upon the estimated average balance of funds available during the fiscal year.

Miscellaneous Income 001.300.36900.10000
Miscellaneous income sources including Monday Morning Coffee Revenue and Postage Revenue as well as any other business center revenue earned during the fiscal year.

Carryforward Surplus 001.300.27100.10000
The unexpended balance at the end of the prior fiscal year that has been rolled forward to the next fiscal year.

EXPENDITURES:

Supervisor Fees 001.310.51300.11000
The Florida Statutes allows each board member to receive $200 per meeting not to exceed $4,800 in one year. The amount for the fiscal year is based upon the five paid supervisors attending the estimated 12 monthly meetings at
$50 per attendance.

FICA Expense 001.310.51300.21000
Represents the Employer's share of Social Security and Medicare taxes withheld from Board of Supervisors checks.

Engineering Fees 001.310.51300.31100
The District's engineer will be providing general engineering services to the District including attendance and preparation for board meetings, etc.

Arbitrage 001.310.51300.31200
The District is required to annually have an arbitrage rebate calculation on the District's Series 2015 Capital Improvement Revenue Refunding Bonds. Currently the District has contracted Grau & Associates, an independent certified public accounting firm, to calculate the rebate liability and submit a report to the District.

Dissemination Agent 001.310.51300.31300
The District is required by the Security and Exchange Commission to comply with Rule 15(c)(2)-12(b)(5), which relates to additional reporting requirements for un-rated bond issues. The District has contracted with Governmental Management Services, to provide this service.

Attorney 001.310.51300.31500
The District's legal counsel will be providing general legal services to the District, i.e., attendance and preparation for monthly meetings, review operating and maintenance contracts, etc.

Annual Audit 001.310.51300.32200
The District is required annually to conduct an audit of its financial records by an Independent Certified Public Accounting Firm.

Trustee Fees 001.310.51300.32300
The District issued Series 2015A-1 and A-2 Capital Improvement Revenue Refunding Bonds which are held with a Trustee at US Bank. The amount of the trustee fees is based on the agreement between US Bank and the District.

Management Fees 001.310.51300.34000
The District receives Management, Accounting and Administrative services as part of a Management Agreement with Governmental Management Services. These services are further outlined in Exhibit "A" of the Management Agreement.

Accounting System Software 001.310.51300.35100
The District processes all of its financial activities, i.e., accounts payable, financial statements, etc. on a mainframe computer leased by Governmental Management Services.

Postage 001.310.51300.42000
Mailing of checks, overnight deliveries, correspondence, etc.

Printing & Binding 001.310.51300.42500
Printing copies, printing of computerized checks, stationary, envelopes etc.

Newsletter Printing 001.310.51300.42501
Cost of preparing and printing monthly newsletter for CDD residents.

Rentals & Leases 001.310.51300.42502
The District currently has a lease for the copier at the clubhouse that is estimated to cost $176 per month plus copy overage and toner shipping charges.

Insurance 001.310.51300.45000
The District's General Liability & Public Officials Liability Insurance policy and property insurance is with Florida Insurance Alliance (FIA). FIA specializes in providing insurance coverage to governmental agencies.

Legal Advertising 001.310.51300.48000
The District is required to advertise various notices for monthly Board meetings, public hearings, etc. in a newspaper of general circulation.

Other Current Charges 001.310.51300.49000
Bank charges and any other miscellaneous expenses that are incurred during the year.

Property Taxes 001.310.51300.31400
Non-exempt Ad-valorem taxes on property owned within the District.

Office Supplies 001.310.51300.51000
Miscellaneous office supplies.

Dues, Licenses & Subscriptions 001.310.51300.54000
The District is required to pay an annual fee to the Department of Economic Opportunity for $175. This is the only expense under this category for the District.

MAINTENANCE:

Field Management Fees 001.320.57200.34000
Governmental Management Services will provide on-site management services for the District. The amount budgeted is based on an estimated annual contract amount of $362,786. This amount represents a 3% proposed increase.

Gate/Patrol/Pool Officers 001.320.57200.34501

Property, gate attendant services and pool officers for the Lake Ashton Community Development District are now provided by Community Watch Solutions, LLC. The amount budgeted is based on the annual contract.

Pest Control 001.320.57200.54501
The District has obtained a contract with Florida Pest Control for bugs, mosquitoes and rodent control.

Security/Fire Alarm/Gate Repairs 001.320.57200.34500
Annual fire alarm and security alarm monitoring as well as gate repairs.

Telephone/Internet 001.320.572100.41000
The District is contracted with Spectrum for Internet services, telephone services, and guest wi-fi services. The District is also contracted with Kings III for emergency telephone service at the pool.

Electric 001.320.57200.43000
The District has various accounts with TECO for electric services.

Account Number	Description	Annual Amount	
211003673699	3555 LAKE ASHTON BL LTS	$500.00	
211003674275	LAKE ASHTON-OUTDOOR LIGHTING	$46,000.00	
211003674721	1101 ASHTON PALMS DRIVE	$400.00	
211003674952	ASHTON PALMS DR A/L - OUTDOOR LIGHTING	$500.00	
211003675454	ASHTON PALMS DRIVE- OUTDOOR LIGHTING	$7,800.00	
211003675231	LAKE ASHTON PHIIIB - OUTDOOR LIGHTING	$22,500.00	
211003673350	3555 LAKE ASHTON BL GRD HSE	$3,500.00	
211003674523	DUNMORE DRIVE AL	$43,000.00	
211003673988	4141 ASHTON CLUB DRIVE	$60,500.00	
221000397002	LAKE ASHTON PH5 LTS	$12,150.00	
211003675660	LAKE ASHTON PH6	$14,750.00	
211003675918	THE PALMS/MACARTHUR PALMS	$4,400.00	
TOTAL		$216,000.00	

Water 001.320.57200.43100
The District receives water service from the City of Lake Wales.

Account Number	Description	Annual Amount	
20735	4141 ASHTON CLUB DRIVE	$15,500.00	
22109	GATE ENTRANCE-IRR	$1,500.00	
37767	PALMS IRRIGATION	$1,500.00	
20740	4128 LAKE ASHTON BLVD.	$1,500.00	
TOTAL		$20,000.00	

Gas-Pool 001.320.57200.43200
The District currently uses Amerigas Propane for gas to heat the pool.

Gas-Restaurant 001.320.57200.43201
The District currently uses Amerigas Propane for gas to service the restaurant.

Refuse Service 001.320.57200.43300
The District is currently contracted with Florida Refuse for garbage pickup and recycling services. The monthly amount is approximately $916.

Maintenance

Repairs and Maintenance-Clubhouse 001.320.57200.54500
Regular repairs and maintenance to the District’s Facilities.

Repairs and Maintenance-Fitness Center 001.320.57200.54510
Regular repairs and maintenance to the fitness equipment and center.

Repairs and Maintenance-Restaurant 001.320.57200.54520
Regular repairs and maintenance to the restaurant.

Repairs and Maintenance-Bowling Lanes001.320.57200.54530
Regular repairs and maintenance to the bowling lanes.

Furniture, Fixtures, Equipment 001 320.57200.52010
Replacement of furniture, fixtures, and equipment in the Clubhouse.

Repairs and Maintenance-Cart Path & Bridge 001.320.57200.54540
Regular repairs and maintenance to the golf cart paths and bridges.

Repairs and Maintenance-Pool 001.320.57200.45300
The District is currently contracted with Heartland Commercial Pool Services. The monthly amount to maintain the pool is $1,250. A contingency of $4,520 is included for special maintenance and repairs.

Golf Cart Repairs and Maintenance 001.320.57200.54506
The District has contracted with Performance Plus Carts for the preventive & regular maintenance to the golf carts.

Landscape Maintenance 001.320.57200.46200
The District has contracted with Yellowstone Landscape to provide landscape maintenance services for the Lake Ashton Community Development District. These services will include, mowing, edging, trimming, debris removal, fertilizer, insect, disease and weed control, shrubs, tree maintenance, irrigation, planting of annuals, mulching, palm pruning, and maintenance on Fig.

Plant Replacement 001.320.57200.46201
Replacement of plants needed throughout the District.

Irrigation Repairs 001.320.57200.46202
Unscheduled repairs and maintenance to the irrigation system throughout the District.

Lake Maintenance 001.320.53800.46800
The District has obtained a contract with Applied Aquatic Management for the maintenance of 13 ponds, canals, & E-1 pond Littoral Shelf.

Description	Monthly	Annually	
Applied Aquatics	$3,895	$46,740	

Wetland/Mitigation Maintenance 001.320.53800.46801

The District has obtained a contract with Applied Aquatic Management for Wetlands/Mitigation maintenance. The management program will include the control of vegetation, algae, and grass/brush control.

Description	Quarterly	Annually	Area	
Applied Aquatics	$7,300.00	$29,200.00	Mitigation Areas: 1B, 7A	
			Wetlands Areas: 2, 3, 4, 5, 6,	
			8,	Utility	Easement	
			Wetland, and	
			East Conservation Area	
	Semi-Annually	Annually	Area	
Applied Aquatics	$2,800.00	$5,600.00	Conservation Area from	
			Clubhouse West to boat	
			ramp	

Permits/Inspections 001.320.57200.54100
The District is required to renew permits and other inspections on an annual basis with the City of Lake Wales, Polk County and The State of Florida to comply with regulations.

Office Supplies/Printing & Binding 001.320.57200.51000
Office supplies for the clubhouse that will include items such as paper, toner, etc.

Operating Supplies 001.320.57200.52000
General operating supplies such as chemicals, paints, paper products, etc. for the clubhouse.

Credit Card Processing Fee001.320.57200.34699
The District processes credit cards with Bank of America.

Dues & Licenses 001.320.57200.54000
The District is required to pay an annual subscription for Motion Picture Licensing and Music Licensing.

Decorations 001.320.57200.52005
The District funds seasonal decorations for the Clubhouse.

Special Events 001.320.57200.49400
The District will have shows and events throughout the year.
Lake Ashton	Capital Projects Funds
Community Development District

	Adopted
Budget		Actual
Thru		Projected
Next		Total
Projected		Proposed
Budget		
 Description				FY 2022				4/30/22				5 Months				9/30/22				FY 2023		
Revenues											
Capital Reserve-Transfer In (From General Fund to Capital Reserve)		$349,813		$349,813		$0		$349,813		$116,866	
Interest Income		$1,000		$568		$405		$973		$1,000	
Carryforward Surplus		$406,391		$361,998		$0		$361,998		$409,919	
  TOTAL REVENUES				$757,204 			$712,378 			$405 			$712,784 			$527,785 	
Expenditures											
Capital Projects-FY 22											
Golf Course Reserves		$25,000		$14,327		$0		$14,327		$0	
Capital Projects-FY 22											
Exercise Equipment - Cardio		$10,000		$0		$0		$0		$0	
Security Golf Carts		$7,650		$13,013		$0		$13,013		$0	
Enclose Activities Desk		$26,000		$0		$0		$0		$0	
Lake Ashton Blvd. Landscape Refurbishment		$28,250		$0		$0		$0		$0	
Pavement Management		$90,000		$7,538		$75,000		$82,538		$0	
Replace Restaurant Awning		$38,250		$0		$0		$0		$0	
Restaurant Dining Room Redesign		$10,000		$0		$0		$0		$0	
Restaurant Kitchen Redesign		$10,000		$0		$0		$0		$0	
Restaurant Equipment		$15,000		$0		$0		$0		$0	
Stormwater Management		$25,000		$13,450		$0		$13,450		$0	
HVAC		$25,000		$0		$0		$0		$0	
Other Current Charges		$650		$334		$238		$572		$0	
Capital Projects-FY 23											
Ballroom Renovation		$0		$0		$0		$0		$11,500	
Treadsmills (2)		$0		$0		$0		$0		$10,000	
Outdoor Pool/Spa Refurbishment		$0		$0		$0		$0		$66,800	
Lake Ashton Shoreline Restoration		$0		$0		$0		$0		$16,000	
Gate Operators with LED Gate Arms		$0		$0		$0		$0		$10,000	
Bocce Court Refurbishment		$0		$0		$0		$0		$20,000	
HVAC		$0		$0		$0		$0		$27,000	
Asphalt and Curbline repairs		$0		$0		$0		$0		$20,000	
Golf Course Pathways		$0		$0		$0		$0		$10,000	
Golf Course Bridge Maintenance		$0		$0		$0		$0		$30,000	
Pond Repairs		$0		$0		$0		$0		$10,000	
Paver Maintenance		$0		$0		$0		$0		$11,500	
Restaurant Equipment		$0		$0		$0		$0		$16,000	
Golf Course Reserves		$0		$0		$0		$0		$0	
Capital Projects (To be listed Separately)		$0		$0		$0		$0		$0	
Other Current Charges		$0		$0		$0		$0		$650	
 TOTAL EXPENDITURES				$310,800 			$48,661 			$75,238 			$123,899 			$259,450 	
Other Sources/(Uses)											
Capital Reserve-Transfer Out (Restaurant) (From Capital Reserve to Enterprise Fund)		($110,356)		($96,787)		($82,178)		($178,965)		$0	
 TOTAL OTHER				($110,356) 			($96,787) 			($82,178) 			($178,965) 			$0 	
EXCESS REVENUES		$336,048		$566,930		($157,011)		$409,919		$268,335	

RESERVES	FY 2022	FY 2023	FY 2024	FY 2025	FY 2026	
Beginning Balance	$361,998	$766,877	$1,074,677	$1,382,477	$1,690,277	
Reserves	$349,813	$328,000	$328,000	$328,000	$328,000	
Expenditures	($123,899)	($20,200)	($20,200)	($20,200)	($20,200)	
Expenditures-Restaurant		$178,965 		$0 		$0 		$0 		$0 	
Ending Balance		$766,877 		$1,074,677 		$1,382,477 		$1,690,277 		$1,998,077 	

RESERVE STUDY	FY 2022	FY 2023	FY 2024	FY 2025	FY 2026	
Beginning Balance	$594,828	$902,628	$1,210,428	$1,518,228	$1,826,028	
Reserves	$328,000	$328,000	$328,000	$328,000	$328,000	
Expenditures		($20,200) 		($20,200) 		($20,200) 		($20,200) 		($20,200) 	
Ending Balance		$902,628 		$1,210,428 		$1,518,228 		$1,826,028 		$2,133,828 	

Page 9
Lake Ashton	Debt Service Fund
Community Development District	Series 2015 Special Assessment Refunding Bonds

	Adopted
Budget		Actual
Thru		Projected
Next		Total
Projected		Proposed
Budget		
 Description				FY 2022				4/30/22			  5 Months				9/30/22				FY 2023		
Revenues											
Special Assessments - Levy		$435,837		$436,541		($2,365)		$434,176		$435,837	
Special Assessments - PPMT A-1		$0		$25,937		$0		$25,937		$0	
Special Assessments - PPMT A-2		$0		$0		$0		$0		$0	
Interest Income		$500		$13		$9		$22		$500	
Carry Forward Surplus (1)		$156,320		$185,602		$0		$185,602		$117,487	
  TOTAL REVENUES				$592,658 			$648,093 			($2,356) 			$645,737 			$553,825 	
Expenditures											
Series 2015A-1											
Interest - 11/01		$80,375		$80,375		$0		$80,375		$72,500	
Interest - 05/01		$78,875		$0		$78,875		$78,875		$72,500	
Principal - 05/01		$220,000		$0		$220,000		$220,000		$230,000	
Special Call - 11/01		$0		$60,000		$0		$60,000		$0	
Special Call - 05/01		$0		$0		$35,000		$35,000		$0	

Series 2015A-2 Interest - 11/01		

$12,125		

$12,125		

$0		

$12,125		

$11,375	
Interest - 05/01		$11,875		$0		$11,875		$11,875		$11,375	
Principal - 05/01		$20,000		$0		$20,000		$20,000		$20,000	
Special Call - 11/01		$0		$10,000		$0		$10,000		$0	
Special Call - 5/01		$0		$0		$0		$0		$0	
  TOTAL EXPENDITURES				$423,250 			$162,500 			$365,750 			$528,250 			$417,750 	
  EXCESS REVENUES				$169,408 			$485,593 			($368,106) 			$117,487 			$136,075 	

(1) Carryforward suplus is net of the Reserve Requirement.											
	2015A-1	$66,750									
	2015A-2		$10,875 									
	11/23 Interest		$77,625 									

No. of Units	Per Unit	2015A-1	2015A-2	
287	$0.00	$0.00	$0.00	
134	$539.74	$72,325.16	$0.00	
16	$684.62	$10,953.92	$0.00	
274	$765.82	$209,834.68	$0.00	
22	$1,092.43	$0.00	$24,033.46	
61	$1,028.98	$36,219.36	$26,548.42	
81	$977.74	$79,196.94	$0.00	
GC (12)	$9,530.40	$9,530.40	$0.00	
875	$418,060.46	$50,581.88		
Discounts/Collection Fees (7%)	($29,264.23)	($3,540.73)		
Net Assessment Total	$388,796.23	$47,041.15		

05/01/22	$ 3,155,000.00	$  255,000.00	$	78,875.00	$	-	
11/01/22	$ 2,900,000.00	$	-	$	72,500.00	$	406,375.00	
05/01/23	$ 2,900,000.00	$  230,000.00	$	72,500.00	$	-	
11/01/23	$ 2,670,000.00	$	-	$	66,750.00	$	369,250.00	
05/01/24	$ 2,670,000.00	$  240,000.00	$	66,750.00	$	-	
11/01/24	$ 2,430,000.00	$	-	$	60,750.00	$	367,500.00	
05/01/25	$ 2,430,000.00	$  255,000.00	$	60,750.00	$	-	
11/01/25	$ 2,175,000.00	$	-	$	54,375.00	$	370,125.00	
05/01/26	$ 2,175,000.00	$  265,000.00	$	54,375.00	$	-	
11/01/26	$ 1,910,000.00	$	-	$	47,750.00	$	367,125.00	
05/01/27	$ 1,910,000.00	$  280,000.00	$	47,750.00	$	-	
11/01/27	$ 1,630,000.00	$	-	$	40,750.00	$	368,500.00	
05/01/28	$ 1,630,000.00	$  295,000.00	$	40,750.00	$	-	
11/01/28	$ 1,335,000.00	$	-	$	33,375.00	$	369,125.00	
05/01/29	$ 1,335,000.00	$  310,000.00	$	33,375.00	$	-	
11/01/29	$ 1,025,000.00	$	-	$	25,625.00	$	369,000.00	
05/01/30	$ 1,025,000.00	$  325,000.00	$	25,625.00	$	-	
11/01/30	$  700,000.00	$	-	$	17,500.00	$	368,125.00	
05/01/31	$  700,000.00	$  340,000.00	$	17,500.00	$	-	
11/01/31	$  360,000.00	$	-	$	9,000.00	$	366,500.00	
05/01/32	$  360,000.00	$  360,000.00	$	9,000.00	$  369,000.00	
$ 3,155,000.00	$	935,625.00	$ 4,090,625.00		

DATE	BALANCE	PRINCIPAL	INTEREST	TOTAL	

05/01/22	
$ 475,000.00	
$	20,000.00	
$	11,875.00	
$	-	
11/01/22	$ 455,000.00	$	-	$	11,375.00	$	43,250.00	
05/01/23	$ 455,000.00	$	20,000.00	$	11,375.00	$	-	
11/01/23	$ 435,000.00	$	-	$	10,875.00	$	42,250.00	
05/01/24	$ 435,000.00	$	20,000.00	$	10,875.00	$	-	
11/01/24	$ 415,000.00	$	-	$	10,375.00	$	41,250.00	
05/01/25	$ 415,000.00	$	25,000.00	$	10,375.00	$	-	
11/01/25	$ 390,000.00	$	-	$	9,750.00	$	45,125.00	
05/01/26	$ 390,000.00	$	25,000.00	$	9,750.00	$	-	
11/01/26	$ 365,000.00	$	-	$	9,125.00	$	43,875.00	
05/01/27	$ 365,000.00	$	25,000.00	$	9,125.00	$	-	
11/01/27	$ 340,000.00	$	-	$	8,500.00	$	42,625.00	
05/01/28	$ 340,000.00	$	25,000.00	$	8,500.00	$	-	
11/01/28	$ 315,000.00	$	-	$	7,875.00	$	41,375.00	
05/01/29	$ 315,000.00	$	30,000.00	$	7,875.00	$	-	
11/01/29	$ 285,000.00	$	-	$	7,125.00	$	45,000.00	
05/01/30	$ 285,000.00	$	30,000.00	$	7,125.00	$	-	
11/01/30	$ 255,000.00	$	-	$	6,375.00	$	43,500.00	
05/01/31	$ 255,000.00	$	30,000.00	$	6,375.00	$	-	
11/01/31	$ 225,000.00	$	-	$	5,625.00	$	42,000.00	
05/01/32	$ 225,000.00	$	35,000.00	$	5,625.00	$	-	
11/01/32	$ 190,000.00	$	-	$	4,750.00	$	45,375.00	
05/01/33	$ 190,000.00	$	35,000.00	$	4,750.00	$	-	
11/01/33	$ 155,000.00	$	-	$	3,875.00	$	43,625.00	
05/01/34	$ 155,000.00	$	35,000.00	$	3,875.00	$	-	
11/01/34	$ 120,000.00	$	-	$	3,000.00	$	41,875.00	
05/01/35	$ 120,000.00	$	40,000.00	$	3,000.00	$	-	
11/01/35	$	80,000.00	$	-	$	2,000.00	$	45,000.00	
05/01/36	$	80,000.00	$	40,000.00	$	2,000.00	$	-	
11/01/36	$	40,000.00	$	-	$	1,000.00	$	43,000.00	
05/01/37	$	40,000.00	$	40,000.00	$	1,000.00	$	41,000.00	
		$ 475,000.00	$ 215,125.00	$	690,125.00	
LAKE ASHTON CDD
RESTAURANT OPERATIONS - FY 2023

SALES CREDIT	ADOPTED BUDGET-FY 22	ACTUALS THRU 4/30/22	PROJECTED 5 MONTHS	PROJECTED TOTAL-FY22	PROPOSED BUDGET-FY 23	
RETAIL SALES	$	865,535	$	398,907	$  284,934	$	683,841	$	916,943	
CATERING-INSIDE	$	118,400	$	47,002	$	33,573	$	80,575	$	117,900	
CATERING-OUTSIDE	$	-	$	7,825	$	-	$	7,825	$	-	
OTHER CATERING SALES	$	-	$	-	$	-	$	-	$	-	
CONTRIBUTION (METZ)	$	-	$	-	$	-	$	-	$	-	
TOTAL	$	983,935	$	453,734	$  318,507	$	772,241	$	1,034,843	
PURCHASES:
DRY GROCERY	
$	336,564	
$	8,788	
$	6,277	
$	15,064	
$	388,552	
BAKERY	$	-	$	249	$	178	$	427	$	-	
DAIRY	$	-	$	10,593	$	7,567	$	18,160	$	-	
PRODUCE	$	-	$	15,231	$	10,879	$	26,110	$	-	
GROCERY-REFRIGERATED/FROZEN	$	-	$	28,394	$	20,281	$	48,675	$	-	
MEAT-PORK/BEEF	$	-	$	29,805	$	21,289	$	51,094	$	-	
POULTRY	$	-	$	12,350	$	8,822	$	21,172	$	-	
SEAFOOD	$	-	$	13,048	$	9,320	$	22,368	$	-	
BEVERAGES	$	-	$	22,926	$	16,376	$	39,302	$	-	
MISC. COST	$	-	$	12,929	$	9,235	$	22,164	$	-	
TOTAL	$	336,564	$	154,312	$  110,223	$	264,535	$	388,552	
OTHER OPERATING EXPENSES						
TELEPHONE/UTILITIES	$	61,759	$	448	$	320	$	768	$	779	
MENUS	$	-	$	-	$	-	$	-	$	800	
LAUNDRY	$	-	$	3,153	$	2,252	$	5,405	$	11,701	
OFFICE SUPPLIES	$	-	$	1,642	$	1,173	$	2,814	$	3,500	
UNIFORMS	$	-	$	318	$	227	$	546	$	2,500	
EQUIPMENT/SUPPLIES	$	-	$	1,762	$	1,258	$	3,020	$	-	
JANITORIAL/HAZARDOUS	$	-	$	4,983	$	3,559	$	8,542	$	7,926	
DISPOSABLES	$	-	$	11,215	$	8,010	$	19,225	$	15,060	
REPAIRS	$	-	$	-	$	-	$	-	$	-	
AUTO EXPENSE	$	-	$	-	$	-	$	-	$	-	
SERVICE CONTRACTS	$	-	$	1,597	$	1,141	$	2,738	$	6,612	
GAS	$	-	$	-	$	-	$	-	$	17,500	
REPAIRS & MAINTENANCE	$	-	$	-	$	-	$	-	$	17,400	
CONTRIBUTIONS	$	-	$	(900)	$	(643)	$	(1,544)	$	-		
ENTERTAINMENT	$	-	$	7,404	$	5,289	$	12,693	$	-		
EQUIPMENT RENTAL	$	-	$	-	$	-	$	-	$	3,000		
EMPLOYEE RECRUITMENT	$	-	$	255	$	182	$	437	$	600		
MISC. EXPENSE	$	-	$	1,953	$	1,395	$	3,349	$	5,007		
POSTAGE	$	-	$	-	$	-	$	-	$	-		
DUES/SUBSCRIPTIONS	$	-	$	4,975	$	3,554	$	8,529	$	-		
CREDIT CARD FEES	$	-	$	11,348	$	8,106	$	19,453	$	31,445		
OVER/SHORT	$	-	$	1,543	$	1,102	$	2,645	$	-		
REFUSE/PEST CONTROL	$	-	$	-	$	-	$	-	$	-		
PROMO/DECORATIONS/FLOWERS/ADVERTISING	$	-	$	-	$	-	$	-	$	5,000		
MARKETING/ADVERTISING	$	-	$	1,354	$	967	$	2,321	$	3,000		
TECHNOLOGY EXPENSE	$	-	$	2,266	$	1,618	$	3,884	$	2,583		
LICENSES	$	-	$	58	$	41	$	99	$	2,200		
TOTAL	$	61,759	$	55,372	$	39,551	$	94,923	$	136,613		
LABOR:						
MANAGEMENT PAYROLL & BENEFITS	$	581,572	$	83,428	$	59,592	$	143,020	$	529,693	
BASE PAYROLL (HOURLY)	$	-	$	168,727	$  120,519	$	289,245	$	-	
BASE TAXES/FRINGES	$	-	$	47,243	$	33,745	$	80,989	$	-	
CONTRACT LABOR (OTHER)	$	-	$	7,586	$	5,419	$	13,005	$	-	
TOTAL	$	581,572	$	306,984	$  219,275	$	526,259	$	529,693	

FEES, INVESTMENTS & ADJUSTMENTS						
MANAGEMENT/ADMINISTRATIVE COSTS	$	114,395	$	40,833	$	29,167	$	70,000	$	80,000	
SERVICE CONTRACT	$	-	$	-	$	-	$	-	$	-	
GENERAL LIABILITY INSURANCE	$	-	$	3,457	$	2,469	$	5,925	$	6,416	
DEPRECIATION/AMORTIZATION	$	-	$	-	$	-	$	-	$	-	
TOTAL	$	114,395	$	44,290	$	31,636	$	75,925	$	86,416	
						
EXCESS REVENUES (EXPENDITURES)	$	(110,355)	$	(107,224)	$  (82,178)	$	(189,402)	$	(106,431)	

OTHER FINANCING SOURCES	
$	110,355	
$	107,225	
$	82,178	
$	189,403	
$	106,431	
NET CHANGE	$	-	$	0	$	-	$	0	$	0	

Page 13

SECTION 2
RESOLUTION 2022-05

A RESOLUTION OF THE BOARD OF SUPERVISORS OF THE LAKE ASHTON COMMUNITY DEVELOPMENT DISTRICT APPROVING A PROPOSED BUDGET FOR FISCAL YEAR 2022/2023 AND SETTING A PUBLIC HEARING THEREON PURSUANT TO FLORIDA LAW; ADDRESSING TRANSMITTAL, POSTING AND PUBLICATION REQUIREMENTS; ADDRESSING SEVERABILITY; AND PROVIDING AN EFFECTIVE DATE.

WHEREAS, the District Manager has heretofore prepared and submitted to the Board of Supervisors (“Board”) of the Lake Ashton Community Development District (“District”) prior to June 15, 2022, a proposed budget (“Proposed Budget”) for the fiscal year beginning October 1, 2022 and ending September 30, 2023 (“Fiscal Year 2022/2023”); and

WHEREAS, the Board has considered the Proposed Budget and desires to set the required public hearing thereon.

NOW, THEREFORE, BE IT RESOLVED BY THE BOARD OF SUPERVISORS OF THE LAKE ASHTON COMMUNITY DEVELOPMENT DISTRICT:

PROPOSED BUDGET APPROVED. The Proposed Budget prepared by the District Manager for Fiscal Year 2022/2023 attached hereto as Exhibit A is hereby approved as the basis for conducting a public hearing to adopt said Proposed Budget.

SETTING A PUBLIC HEARING. A public hearing on said approved Proposed Budget is hereby declared and set for the following date, hour and location:

DATE:	Monday, August 15, 2022

HOUR:	9:30 AM

LOCATION:	Lake Ashton Clubhouse Ballroom
4141 Ashton Club Drive Lake Wales, FL 33859

TRANSMITTAL OF PROPOSED BUDGET TO LOCAL GENERAL PURPOSE GOVERNMENT. The District Manager is hereby directed to submit a copy of the Proposed Budget to the City of Lake Wales, Florida and Polk County, Florida at least 60 days prior to the hearing set above.

POSTING OF PROPOSED BUDGET. In accordance with Section 189.016, Florida Statutes, the District’s Secretary is further directed to post the approved Proposed Budget on the District’s website at least two days before the budget hearing date as set forth in Section 2 and shall remain on the website for at least 45 days.

PUBLICATION OF NOTICE. Notice of this public hearing shall be published in the manner prescribed in Florida law.

SEVERABILITY. The invalidity or unenforceability of any one or more provisions of this Resolution shall not affect the validity or enforceability of the remaining portions of this Resolution, or any part thereof.

EFFECTIVE DATE. This Resolution shall take effect immediately upon adoption.

PASSED AND ADOPTED THIS 16th DAY OF MAY, 2022.

ATTEST:	LAKE ASHTON COMMUNITY DEVELOPMENT DISTRICT

Secretary
By:	 Its:		

SECTION 3
RESOLUTION 2022-05

A RESOLUTION OF THE BOARD OF SUPERVISORS OF THE LAKE ASHTON COMMUNITY DEVELOPMENT DISTRICT APPROVING PROPOSED BUDGETS FOR FISCAL YEAR 2022/2023; DECLARING SPECIAL ASSESSMENTS TO FUND THE PROPOSED BUDGETS PURSUANT TO CHAPTERS 170, 190 AND 197, FLORIDA STATUTES; SETTING PUBLIC HEARINGS; ADDRESSING PUBLICATION; ADDRESSING SEVERABILITY; AND PROVIDING AN EFFECTIVE DATE.

WHEREAS, the District Manager has heretofore prepared and submitted to the Board of Supervisors (“Board”) of the Lake Ashton Community Development District (“District”) prior to June 15, 2022, proposed budgets (“Proposed Budget”) for the fiscal year beginning October 1, 2022 and ending September 30, 2023 (“Fiscal Year 2022/2023”); and

WHEREAS, it is in the best interest of the District to fund the administrative and operations services (together, “Services”) set forth in the Proposed Budget by levy of special assessments pursuant to Chapters 170, 190 and 197, Florida Statutes (“Assessments”), as set forth in the preliminary assessment roll included within the Proposed Budget; and

WHEREAS, the District hereby determines that benefits would accrue to the properties within the District, as outlined within the Proposed Budget, in an amount equal to or in excess of the Assessments, and that such Assessments would be fairly and reasonably allocated as set forth in the Proposed Budget; and

WHEREAS, the Board has considered the Proposed Budget, including the Assessments, and desires to set the required public hearings thereon;

NOW, THEREFORE, BE IT RESOLVED BY THE BOARD OF SUPERVISORS OF THE LAKE ASHTON COMMUNITY DEVELOPMENT DISTRICT:

PROPOSED BUDGET APPROVED. The Proposed Budget prepared by the District Manager for Fiscal Year 2022/2023 attached hereto as Exhibit A is hereby approved as the basis for conducting a public hearing to adopt said Proposed Budget.

DECLARING ASSESSMENTS. Pursuant to Chapters 170, 190 and 197, Florida Statutes, the Assessments shall defray the cost of the Services in the total estimated amounts set forth in the Proposed Budget. The nature of, and plans and specifications for, the Services to be funded by the Assessments are described in the Proposed Budget and in the reports (if any) of the District Engineer, all of which are on file and available for public inspection at the “District’s Office,” located at Governmental Management Services-CF, LLC, 219 East Livingston Street, Orlando, FL 32801. The Assessments shall be levied within the District on all benefitted lots and lands, and shall be apportioned, all as described in the Proposed Budget and the preliminary assessment roll included therein. The preliminary assessment roll is also on file and available for public inspection at the District’s Office. The Assessments shall be paid in one more installments pursuant to a bill issued by the District in November of 2022, and pursuant to Chapter 170, Florida Statutes, or, alternatively, pursuant to the Uniform Method as set forth in Chapter 197, Florida Statutes.
SETTING PUBLIC HEARINGS. Pursuant to Chapters 170, 190, and 197, Florida Statutes, public hearings on the approved Proposed Budget and the Assessments are hereby declared and set for the following date, hour and location:

DATE:	Monday, August 15, 2022
HOUR:	9:30 AM
LOCATION:	Lake Ashton Clubhouse Ballroom
4141 Ashton Club Drive Lake Wales, FL 33859

TRANSMITTAL OF PROPOSED BUDGET TO LOCAL GENERAL- PURPOSE GOVERNMENTS. The District Manager is hereby directed to submit a copy of the Proposed Budget to the City of Lake Wales, Florida and Polk County, Florida at least 60 days prior to the hearing set above.

POSTING OF PROPOSED BUDGET. In accordance with Section 189.016, Florida Statutes, the District’s Secretary is further directed to post the approved Proposed Budget on the District’s website at least two days before the budget hearing date as set forth in Section 3, and shall remain on the website for at least 45 days.

PUBLICATION OF NOTICE. The District shall cause this Resolution to be published once a week for a period of two weeks in a newspaper of general circulation published in Polk County. Additionally, notice of the public hearings shall be published in the manner prescribed in Florida law.

MAILED NOTICE. Notice of the public hearing on the imposition of special assessments to annually fund the District’s operation and maintenance costs shall also be made by First Class U.S. Mail at least 30 days prior to the date of the public hearing.

SEVERABILITY. The invalidity or unenforceability of any one or more provisions of this Resolution shall not affect the validity or enforceability of the remaining portions of this Resolution, or any part thereof.

EFFECTIVE DATE. This Resolution shall take effect immediately upon adoption.

PASSED AND ADOPTED THIS 16TH DAY OF MAY 2022.

ATTEST:	LAKE ASHTON COMMUNITY
DEVELOPMENT DISTRICT

Secretary
By:	 Its:		

SECTION VIII

SECTION B

05/16/2022
Lake Ashton I CDD Meeting Engineering Report

Berwick and Waterford Repair
Project completed.

Pond Repairs
Project completed.

Bridges
Demolition completed.
Board replacement scheduled for the week of 5/23.

Bank Erosion and Cart Path Undermining at Pond 8 (Near CDD Entrance)
One bid has been received to date from S&S Contracting for $5,236.00.

Stormwater Needs Analysis
Evaluation in progress, due by 6/30.

Oil Spill
Bids for new oil tank pad have been requested from S&S Contracting and Suarez Grading.
Due 5/23.

Berwick Dr and Ashton Club Blvd Repave
Bids have been requested from Tucker Paving, AAA Top Quality Asphalt, S&S Contracting, and Suarez Grading.
Due 5/23.

810 E Main Street • Bartow, FL 33830 • 863‐537‐7901 • alan@raylengineering.com www.raylengineering.com

SECTION 1
S&S Contracting of Polk County Inc.
P.O. Box 158 Homeland, Fl. 33847
(863) 537-7734
Estimate

 	

Cart Path Repairs @ Pond 8 Undermining

Description	Qty	Rate Each	Total	
Mobilization (LS)	1	400.00	400.00	
Silt Fence / Hand Trenched (LF)	50	9.00	450.00	
Flowable Fill / Up to 2 CY (LS)	1	2,250.00	2,250.00	
Fill / Furnish & Install on Pond Bank (CY)	23	60.00	1,380.00	
Sod Pond Slope Bahia (SF)	432	1.75	756.00	
Notes: 1) It is owner's responsibility to reroute and/or direct golf course				
traffic around work areas. 2) This estimate contains no allowance for				
any repairs/replacement of cart paths, bridges, irrigation systems,				
landscaping and/or turf grass other than those listed above. 3) This				
estimate has no allowance for dewatering and/or pumping to lower				
water levels in affected pond. 4) Estimate based on quantities provided				
by Rayl Engineering and may vary depending on existing conditions at				
time work is done.				
General Terms and Conditions: Price good for 30 days. Bond not included. Payment terms: Net 30 days upon completion of project, 3% fee monthly on unpaid balances after 30 days. This quotation shall become part of any subsequent contract. Note: Bid based on (1) one application of PAINT and (1) (Price based on Specs at time of estimation Bid does not include: Traffic Control, Cleaning, Drying, Control Layout. Striping
/ Marking: The area to be striped will be cleaned prior to S & S Contracting arrival. Maintenance of Traffic will be supplied by Contractor for temporary and permanent striping. Bid Based on one (1) Mobilization.
Total
$5,236.00
Final billing will be based on actual measurements. Pricing excludes any bond, survey, layout, MOT, sod,		 erosion control, storm water pollution plan.

Approved & Date

SECTION C

Submitted by:
Lake Ashton Community Development District
Community Director Report
Christine Wells, Community Director Meeting Date: May 16, 2022

Events and Activities
The 2022 Entertainment Series and Featured Show Series are now complete. Staff would like to thank all of the volunteers that helped with each show. Staff is working on the 2023 Entertainment Series in addition to other special events through Summer 2023. Renewals for the 2023 Entertainment Series will begin on October 1 and notices will be sent via email, no letters will be sent. Staff is happy to host it’s first ever ‘80s party on May 20 and Hot Latin Nights Party on June 3. A Free BBQ Block Party on May 27, with offers from Ashton Tap and Grill available for purchase, will be held in the Clubhouse west parking lot. All are invited to attend.
The following additional activities and classes are planned for April - June:
May 11: New Resident Social
May 11: Bookmobile and Monthly Market
May 11: National Women’s Health Week Bingo May 12: National Women’s Health Week – Healthy Snacking Demo and Class
May 13: Carefully Crafted Ladies Luncheon
May 17: Gadabout Tour
May 18: UF/IFAS Presentation - Eating the Mediterranean Way with Food Demonstration May 20: ‘80s Party
June 15: Barbara Lee Luncheon Cruise May 25: Bookmobile/Bi-Monthly Market May 25: Electronics Recycling
May 27: BBQ Block Party
June 3: Hot Latin Nights Party
June 8: Bookmobile/Bi-Monthly Market
June 9: Living Well Series: Warning Signs of Alzheimer's & Dementia
June 15: Barbara Lee Bus Trip
June 15: UF/IFAS Class w/ Master Gardener
June 17: Summer Shindig
June 22: Bookmobile/Bi-Monthly Market June 23: Stop the Bleed Class w/ CERT & PCFR June 24: Fused Glass Class
June 29: CPR Class w/ Polk County Fire Rescue
June 30: National Corvette Day Corvette Show

The following bus trips were presented at Monday Coffee on April 25:
July 24: Bubbles & Broadway
August 10: Florida Aquarium
September 7 – 8: Ft. Myers Murder Mystery Train and Ford & Edison Estates
October 15: Fall Art & Craft Fair at Cocoa Village
November 30 - December 2: St. Augustine Holiday Jubilee

Staff is conducting a photo contest for all residents to participate in. Residents can submit their best high-resolution photographs to Valerie until August 31, 2022.
Staff is working on scheduling a couple of food trucks to be at the Wednesday bi monthly Markets.
The Lake Ashton Activities Advisory Group is going well. The group meets once a month to discuss future events and give feedback on past events.

Ashton Tap and Grill:
The advertisement to the right was included in the May edition of the LA Times showcasing the entertainment at the Restaurant for the month of May, Sunday Brunch, and Mother’s Day Brunch.
The new hours of operation are as follows:
11 am to 8 pm Monday, Thursday — Saturday (Closed Tuesday & Wednesday)
3 to 8 pm Sunday
First Sunday: 10 am to 8 pm with Brunch Buffet from 10 to 3
Ashton Tap and Grill is providing sandwiches and hotdogs for sale at Bingo on Mondays.
The check for $18,923.50 for the reduction in management fees was received and deposited.
Newsletter:

The May Lake Ashton community newsletter was sent out via email blast along with the monthly calendar of events on April 29. This issue featured a cover saluting Lake Ashton Veterans. The back cover was used to advertise the ‘80s party that will be on May 20. The June newsletter will be distributed on Wednesday, June 1.

Starting in June edition, Operations Manager, Matt Fisher, will be submitting an article on Aquatic Education each month. The newsletter article deadline for June is May 16.

Monday Coffee:
The following featured speakers are scheduled for Monday Coffee in May and June
May 23: City of Winter Haven Updates
June 6: Hurricane Preparedness Presentation with CERT and Polk County Fire Rescue
June 27: McLaughlin Middle School

Other Information:
The vendor that installed the door opener on the east Clubhouse entrance made adjustments to the opener to allow for the door to be more easily opened. They will be replacing the current door opener with one that will work like the other door openers on site.
Board replacement, pressure washing and sealing of the East Golf Course bridges will start on May 23 and will be completed by May 27. Email blasts will go out to residents informing them that the bridges will be closed for all pedestrian traffic for that week.
Staff is ordering a LED light strip for the exit gate to replace the broken strip.
Submitted the final sworn statement of loss for Bowling Alley. A check for $26,635.88 will be received soon.
The Ixora and blue daze around the Thompson Nursery Road fountain was installed.

Staff pressure washed, patched and painted the west pool wall bordering the garden and the declining plants were removed and new plantings (arbicola and oyster plants) have been installed. Listed below are before and after photos of the area.

Permitting documents have been submitted to the City of Lake Wales. Construction is tentatively scheduled to begin May 25. The Activities Desk will be temporarily located in the Foyer for the first week of construction. Listed below are drawings of the planned project.

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

Clubhouse and Other Grounds Projects								

Enclose Activities Desk Area	

NTE
$28,000		

4/18/2021	Scheduled to start on 5/25/22 and be completed by 6/9/2022	

Christine	The project is tentatively scheduled to start on May 25 and will be completed by June 9, 2022. Conceptual drawings are included in the May Community Director Report. A permit application has been submitted to the City of Lake Wales. The Activities Desk will be temporarily located in the Foyer for the first week of construction.	

5/9/2022	
Purchase a New Projector for the Cinema	
$5,294.00		
4/18/2021	Ordered on
4/19/22. On Backorder	
Christine	Ordered projector but it is on backorder. The vendor has tentatively
confirmed it will ship next month and will schedule the install as soon as it is received.	
5/9/2022	
Installation of Replacement Pool Lift	
NTE $5,000	
$3,874.00	
10/18/2021	
5/19/2022	Christine and Matt	The slab to increase the height was completed on 4/21/22. The
concrete needs to cure for 28 days to be at full strength so the lift will be installed and tested on 5/19/22	
5/9/2022	
Pressure Wash and Paint Thompson Nursery Road Caps	
$7,895.00		
9/20/2021	
End of May	
Christine	Pressure washing is complete and painting will commence soon. Painting is scheduled to take place by the end of May.	
5/9/2022	

New Ellipticals	
$7,998.88		
3/21/2022	Ordered on
4/4/22
Scheduled to Ship Mid-July	
Christine	
The ellipticals are scheduled to ship mid-July and will be installed as soon as they are received.	
5/9/2022	

Speed Limit Sign Replacement	Insurance Claim			ASAP - Quote
Approved on 5/6/22	
Christine	A resident hit a speed limit sign near the Pro Shop on Dunmore
Drive. The resident has filed an insurance claim to pay for the property damage.	
5/9/2022	

LAVA Wall of Honor	
$0.00		
12/21/2020		
LAVA	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								

Restaurant Redesign Project	

NTE $8,000		

10/18/2021	

end of May	

Christine	Part of the acoustic panels that are covered in plain fabric are
complete. Side lights and bar lights have been ordered and received. Two picture fabirc panels were ordered to see ensure they will work on the existing acoustic panels. Once it is determined that they will work then the remaining panels will be ordered. The volunteer that is working on this project with staff raised money from residents for the purchase of draperies that were shown in the original project scope. Staff would like the Board to consider accepting this donation so that portion of the project can move
forward.	

5/9/2022	

Project Name	
Budget	
Final Cost	Board of Supervisor
Approval	Scheduled Completion	Project Manager	
Current Status	Status Updated	
Pavement Management/Stormwater Management/Bridges/Pathways								

Applying Sealant to the East Golf Course Bridges	

NTE
$14,000		

2/28/2022	

5/27/22	

Matt	The sealant has been ordered. GMS has been notified that the
project was approved and has us on the schedule. They are appoximately 4 weeks out from starting the projects. Scheduling of bridge closures is being coordinated with the contractor and the golf course. Sealant was received and work is scheduled to start on 5/23/22 and end on 5/27/22	

4/11/2022	
Replacement of 40 Boards on
Various Bridges on the East Golf Course	
NTE $6,900		
2/28/2022	
5/27/2022	District Engineer	Scheduling of bridge closures is being coordinated with the
contractor and the golf course. Work is scheduled to start on 5/23/22 and end on 5/27/22.	
4/11/2022	

Berwick/Ashton Club Drive Pavement Project					
District Engineer	The Engineer presented quotes at the 2/28/22 meeting and is
working on evaluating the quotes. At the April 18 BOS meeting Supervisors voted to add the repavement of Ashton Club Drive from Dunmore Drive to the Clubhouse to the Berwick to Waterford pavement project.	

5/9/2022	

Repair at Corner of Berwick and Waterford	
$7,000.00			
4/15/2022	
District Engineer	This project was completed on April 15,2022 and is pending review by the District Engineer so it can be approved for payment. Voids were filled in front and back of curb inlet and area was repaved.	
5/9/2022	

SWFWMD Certification Repairs	
$14,200.00	
$13,450.00	
3/21/2022	
4/28/2022	District Engineer	This project was completed on April 28, 2022 and approved for payment by the Engineer. SWFWMD certification is pending.	
5/9/2022	
Cooking Oil Container Pad					District
Engineer	Design is complete and bids are being requested.	4/11/2022	
Lake Maintenance								

Install carp in the GC7 pond near the restroom between holes 9 and 10 on the East Golf Course.	

NTE $1200		

2/28/2022		

Matt	Purchase carp to install in the GC7 pond near the restroom between holes 9 and 10 on the East Golf Course. Will be installing the barrier on 3/14/22 and once complete a permit request will be submitted to FWC to continue the process of installation. The permit has been submitted and SWFWMD does not oppose the plan. We should get the permits finalized by FWC soon.	

4/11/2022	
Completed Projects								
Theater Seating Adjustments	NTE $3500	$3,500.00	4/18/2021	Completed on
4/30/22		This project was completed on 4/30/22	5/9/2022	

Project Name	
Budget	
Final Cost	Board of Supervisor
Approval	Scheduled Completion	Project Manager	
Current Status	Status Updated	
Removal of Ends on Abandoned Bridge on the East Golf Course	
$6,500.00	
$6,500.00	
2/28/2022	Completed on April 12, 2022	District Engineer	Project was completed on April 12, 2022 and pictures were sent to SWFWMD for their records.	
5/9/2022	
Removal of Declining Hedges by
West Pool Deck Wall and Replace	
$1,300.00	
$1,300.00	
3/21/2022	
4/29/2022	
Christine	Wall was pressure washed and painted. Plants were installed and project was completed on April 22, 2022	
5/9/2022	
Installation of Plants Around the
TNR Fountain	$875.00	$875.00	3/21/2022	Completed on
4/12/22	Christine	Installed on April 12,2022.	5/9/2022	
Horseshoe Pit Refurbishment	NTE $750		8/16/2021	4/15/2022	Matt	Project was completed on April 15, 2022	5/9/2022	

Crosswalk Repainted					
Matt	All crosswalks at the intersection of Dunmore Drive and Mulligan
Lane have been painted. An additional crosswalk on Berwick Drive has been painted.	
5/9/2022	
Projects on Hold or Being Monitored								

Paver Pathway on Lake Ashton Blvd					
District Engineer	Golf Course Maintenance informed the Engineer that there are not any irrigation lines located in this area. Staff installed concrete fines under the pavers and they have not sunken since this was installed.	
5/9/2022	

Replacement of Restaurant Patio Awning	
$7,999.00		
11/15/2021		
Christine	Staff is meeting with Parker's Custom Canvas the week of 3/14/22
to evaluate the structure for further recommendations on this project. Staff was instructed to table this project at the March 2022 BOS meeting	
4/11/2022	

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:	May 16, 2022

FROM:	Matthew Fisher
Operations Manager

RE:	Lake Ashton CDD Monthly Managers Report – May 16, 2022.

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

Aquatic Maintenance

Staff meets with Applied Aquatic every other week to review CDD maintained ponds. Water levels in the ponds are noticeably low due to low amounts of rain.

Algae present in CDD ponds is being treated every other week per contract.

Update on Carp installation

Staff followed up with Applied Aquatic. The Florida Fish and Wildlife Conservation Commission still has not provided the permitting to install the fish. Applied Aquatic spoke with FWC and was informed they have 90 days to give the permit.

“Eye Sore” area update

Staff contacted Applied Aquatic to follow up on the “Eye Sore” area east of the Clubhouse near the 6th tee. Eco Tech will be on site May 16th to flush cut the remaining stumps and remove large pieces of debris to allow for Yellowstone to mow.
Below are the treatments Applied Aquatic completed, per contract, in the month of April.

Landscaping

West parking lot exposed tree roots.

Roots causing trip hazards.

Pet Play Park turf conditions.

Facility Maintenance and Field Services Updates

Staff completed all pedestrian crosswalks located at the intersection of Dunmore Dr. and Mulligan Ln. The crosswalk located on Berwick Dr. is also completed.

Staff painted the stairs and stage located in the Ballroom.

Spies installed new thermostat and vent stack to the Pool gas heater.

Staff patched the cracks and painted the exterior wall of the Pool.

Staff pressure washed Restaurant patio pavers.

Staff pressure washed the exterior of the Gate House.

Staff installed 3 new hand rails in the woman’s restroom in the main hallway. Staff installed new handrail grips at the Pool and Spa.
Staff replaced bad ballast in the southern dressing room restroom.

Maintenance Project Forecaster

Pressure wash paver walk way outside the northern part of the Ballroom leading to the west parking lot. Start date: week of May 23rd
Pressure wash pavilion. Start date: week of May 30th
Pressure wash front of Clubhouse. Start date: week of June 6th

SECTION 1

Proposal For	Location
Proposal #211032
Date: 05/10/2022 From: Dana Bryant

GMS-CF, LLC
135 W Central Blvd, Suite 320 Attn: Alan Scheerer
Orlando, FL 32801

main: mobile:
4141 Ashton Club Dr
Lake Wales, FL 33859

Lake Ashton CDD: Clubhouse Parking Lot Oak Removal w/BB trees & recycled concrete

Remove (4) established Live Oaks from the center Island

Terms: Net 30
Grind the roots down throughout the Island to allow for Planting
Remove all Debris and excess Grinding
Install (4) Bottle Brush trees (30gal)
Install recycled concrete fines on the Island
Utilize a pond mowing cycle in exchange for labor

Plant Installation

Tree Care Services

Client Notes

Signature x

Signature above authorizes Yellowstone Landscape to perform work as described above and verifies that the prices and specifications are hereby accepted. All overdue balances will be charge a 1.5% a month, 18% annual percentage rate.
Limited Warranty: All plant material is under a limited warranty for one year. Transplanted plant material and/or plant material that dies due to conditions out of Yellowstone Landscape's control (i.e. Acts of God, vandalism, inadequate irrigation due to water restrictions, etc.) shall not be included in the warranty.
Contact	Assigned To

Print Name: 	

Title: 	

Dana Bryant danabryant@yellowstonelandscape.com

Date: 	

Proposal For	Location
Proposal #211033
Date: 05/10/2022 From: Dana Bryant

GMS-CF, LLC
135 W Central Blvd, Suite 320 Attn: Alan Scheerer
Orlando, FL 32801

main: mobile:
4141 Ashton Club Dr
Lake Wales, FL 33859

Lake Ashton CDD: Clubhouse Parking Lot Oak Removal w/BB trees & Ixora

Remove (4) established Live Oaks from the center Island

Terms: Net 30
Grind the roots down throughout the Island to allow for Planting
Remove all Debris and excess Grinding
Install (4) Bottle Brush trees (30gal)
Install (125) 3gal Dwarf Ixora
Utilize a pond mowing cycle in exchange for labor

Plant Installation

Tree Care Services

Client Notes

Signature x

Signature above authorizes Yellowstone Landscape to perform work as described above and verifies that the prices and specifications are hereby accepted. All overdue balances will be charge a 1.5% a month, 18% annual percentage rate.
Limited Warranty: All plant material is under a limited warranty for one year. Transplanted plant material and/or plant material that dies due to conditions out of Yellowstone Landscape's control (i.e. Acts of God, vandalism, inadequate irrigation due to water restrictions, etc.) shall not be included in the warranty.
Contact	Assigned To

Print Name: 	

Title: 	

Dana Bryant danabryant@yellowstonelandscape.com

Date: 	

Proposal For	Location
Proposal #202480
Date: 05/10/2022 From: Dana Bryant

GMS-CF, LLC
135 W Central Blvd, Suite 320 Attn: Alan Scheerer
Orlando, FL 32801

main: mobile:
4141 Ashton Club Dr
Lake Wales, FL 33859

Lake Ashton CDD: Clubhouse Parking Lot Oak Removal only	Terms: Net 30

Remove (4) established Live Oaks from the center Island
Grind the roots down throughout the Island to allow for Planting
Remove all Debris and excess Grinding

Tree Care Services

Client Notes

Signature x

Signature above authorizes Yellowstone Landscape to perform work as described above and verifies that the prices and specifications are hereby accepted. All overdue balances will be charge a 1.5% a month, 18% annual percentage rate.
Limited Warranty: All plant material is under a limited warranty for one year. Transplanted plant material and/or plant material that dies due to conditions out of Yellowstone Landscape's control (i.e. Acts of God, vandalism, inadequate irrigation due to water restrictions, etc.) shall not be included in the warranty.

Contact	Assigned To

Print Name: 	

Title: 	

Dana Bryant danabryant@yellowstonelandscape.com

Date: 	

SECTION 2

Proposal For	Location

GMS-CF, LLC
135 W Central Blvd, Suite 320 Attn: Alan Scheerer
Orlando, FL 32801

main: mobile:
4141 Ashton Club Dr
Lake Wales, FL 33859

Lake Ashton CDD: Install Bermuda sod in the Dog Park	Terms: Net 30

Spray out all existing turf and weeds in the existing dog Park
Install Bermuda sod in the existing dog park Aprox 12,0000sqft

Sod Installation

Client Notes

Signature x

Signature above authorizes Yellowstone Landscape to perform work as described above and verifies that the prices and specifications are hereby accepted. All overdue balances will be charge a 1.5% a month, 18% annual percentage rate.
Limited Warranty: All plant material is under a limited warranty for one year. Transplanted plant material and/or plant material that dies due to conditions out of Yellowstone Landscape's control (i.e. Acts of God, vandalism, inadequate irrigation due to water restrictions, etc.) shall not be included in the warranty.

Contact	Assigned To

Print Name: 	

Title: 	

Dana Bryant danabryant@yellowstonelandscape.com

Date: 	

Proposal For	Location

GMS-CF, LLC
135 W Central Blvd, Suite 320 Attn: Alan Scheerer
Orlando, FL 32801

main: mobile:
4141 Ashton Club Dr
Lake Wales, FL 33859

Lake Ashton CDD: Overseed the Dog Park	Terms: Net 30

Overseed the existing Dog Park with Common Bermuda Grass seed
Use a hulled and Coated Common Bermuda seed at a rate of 2lbs / 1,000sqft

Plant Installation

Subcontracted Service

Client Notes

Signature x

Signature above authorizes Yellowstone Landscape to perform work as described above and verifies that the prices and specifications are hereby accepted. All overdue balances will be charge a 1.5% a month, 18% annual percentage rate.
Limited Warranty: All plant material is under a limited warranty for one year. Transplanted plant material and/or plant material that dies due to conditions out of Yellowstone Landscape's control (i.e. Acts of God, vandalism, inadequate irrigation due to water restrictions, etc.) shall not be included in the warranty.

Contact	Assigned To

Print Name: 	

Title: 	

Dana Bryant danabryant@yellowstonelandscape.com

Date: 	

SECTION E

SECTION 1

SUPERVISOR OF
ELECTIONS
POLK COUNTY, FLORIDA
Lori Edwards

April 21, 2022

Samantha Hoxie - Recording Secretary Lake Ashton COD
219 E. Livingston Street Orlando, Florida 32801-1508
.0ecE,ven
APR 2 5 2022
B?------

RE: Lake Ashton Community Development District Registered Voters

Dear Ms. Hoxie,

In response to your request, there are currently 1,448 voters within the Lake Ashton Community Development District. This number of registered voters in said District is as of April 15, 2022.

Please do not hesitate to contact us if we can be of further assistance.

Sincerely,

Lori Edwards Supervisor of Elections Polk County, Florida

P.O. Box 1460, Bartow, FL33831 PHONE: (863) 534-5888 Fax: (863) 845-2718
PolkElections.com

Para asistencia en Espanol, por favor de llamar al (863) 534-5888

SECTION IX

SECTION A
COMBINED BALANCE SHEET
April 30, 2022
	Major Funds		Total

ASSETS:	
	General		Debt
	Service		Capital
	Reserve		Governmental
	Funds					
Cash-Wells Fargo	$128,071	---	$4,063	$132,134				
Due from Other Funds	$41,565	$14,450	---	$56,014				
Investment - State Board	$615,627	---	---	$615,627				
Investment - State Board Capital Reserve Investments:
Series 2015
Reserve A	---

---	---

$214,125	$620,081

---	$620,081

$214,125				
Revenue A	---	$422,995	---	$422,995				
Prepayment A-1	---	$43,326	---	$43,326				
Prepayment A-2	---	$4,822	---	$4,822				
TOTAL ASSETS		$785,262 			$699,718 			$624,145 			$2,109,125 	

LIABILITIES:
Accounts Payable		

$31,882	

---	

$15,650	

$47,532			
Due to Other Funds		$14,450	---	$41,565	$56,014			
Deposits-Room Rentals			$4,725 		--- 		--- 		$4,725 			
	TOTAL LIABILITIES		$51,057 		$0 		$57,215 		$108,272 			
FUND BALANCES:
Restricted:
Debt Service		

---	

$699,718	

---	

$699,718			
Assigned:								
Capital Reserve		---	---	$566,930	$566,930			
Assigned		$118,295	---	---	$118,295			
Unassigned			$615,910 		--- 		--- 		$615,910 			
	TOTAL FUND BALANCES		$734,205 		$699,718 		$566,930 		$2,000,853 			

TOTAL LIABILITIES & FUND BALANCES		$785,262 		$699,718 		$624,145 		$2,109,125 				

SECTION 8
CAPITAL PROJECTS RESERVE FUND
Statement of Revenues, Expenditures, and Changes in Fund Balance For the Period Ended April 30, 2022

 DESCRIPTION			ADOPTED
  BUDGET			PRORATED BUDGET
  THRU 04/30/22			ACTUAL
  THRU 04/30/22			
  VARIANCE 	
REVENUES:									
Interest Income		$1,000		$583		$568		($16)	
Capital Reserve-Transfer In FY 22		$349,813		$349,813		$349,813		($0)	
TOTAL REVENUES			$350,813 			$350,397 			$350,381 			($16) 	
EXPENDITURES:									
Capital Projects:
Golf Course Reserves		
$25,000		
$14,583		
$14,327		
$257	
Exercise Equipment - Cardio		$10,000		$5,833		$0		$5,833	
Security Golf Carts		$7,650		$7,650		$13,013		($5,363)	
Enclose Activities Desk		$26,000		$15,167		$0		$15,167	
Lake Ashton Blvd. Landscape Refurbishment		$28,250		$16,479		$0		$16,479	
Pavement Management		$90,000		$52,500		$7,538		$44,963	
Replace Restaurant Awning		$38,250		$22,313		$0		$22,313	
Restaurant Dining Room Redesign		$10,000		$5,833		$0		$5,833	
Restaurant Kitchen Redesign		$10,000		$5,833		$0		$5,833	
Restaurant Equipment		$15,000		$8,750		$0		$8,750	
Stormwater Management		$25,000		$14,583		$13,450		$1,133	
HVAC		$25,000		$14,583		$0		$14,583	
Other Current Charges		$650		$379		$334		$46	
TOTAL EXPENDITURES		$310,800 			$184,488 			$48,661 			$135,827 			
Excess (deficiency) of revenues
over (under) expenditures		$40,013 		
	$165,909 		
	$301,720 		
	$135,811 			

OTHER FINANCING SOURCES/(USES)									
Interfund Transfer In/(Out)-Restaurant (FY22)	($110,356)		($64,374)		($96,787)		($32,413)		
TOTAL OTHER FINANCING SOURCES/(USES)		($110,356) 			($64,374) 			($96,787) 			($32,413) 		
Net change in fund balance	($70,343)		$101,535		$204,933		$103,398		
FUND BALANCE - Beginning	$406,391				$361,998				
FUND BALANCE - Ending		$336,048 					$566,930 				

SECTION C
 DESCRIPTION		ADOPTED
	BUDGET			PRORATED BUDGET
  THRU 04/30/22 		ACTUAL
  THRU 04/30/22 			VARIANCE		
REVENUES:								
Special Assessments - Levy (1)	$1,789,053		$1,789,053		$1,800,087		$11,034	
Rental Income	$40,000		$23,333		$17,925		($5,408)	
Special Events Revenue	$130,000		$130,000		$157,591		$27,591	
Newsletter Ad Revenue	$80,000		$46,667		$62,316		$15,649	
Interest Income	$1,000		$583		$618		$35	
Miscellaneous Income	$5,000		$2,917		$9,256		$6,340	
TOTAL REVENUES		$2,045,053 			$1,992,553 			$2,047,794 			$55,241 	
EXPENDITURES:								
ADMINISTRATIVE:
Supervisor Fees	
$4,000		
$2,333		
$1,950		
$383	
FICA Expense	$306		$179		$149		$29	
Engineering	$60,000		$35,000		$20,855		$14,145	
Arbitrage	$600		$350		$0		$350	
Dissemination	$1,000		$583		$583		$0	
Dissemination-Amort Schedules	$0		$0		$600		($600)	
Attorney	$30,000		$17,500		$15,045		$2,455	
Annual Audit	$3,750		$2,188		$0		$2,188	
Trustee Fees	$4,310		$2,514		$0		$2,514	
Management Fees	$60,236		$35,138		$35,138		$0	
Computer Time	$1,000		$583		$583		$0	
Postage	$2,500		$1,458		$1,461		($3)	
Printing & Binding	$1,000		$583		$108		$475	
Newsletter Printing	$35,000		$20,417		$29,468		($9,051)	
Rentals & Leases	$5,500		$3,208		$1,221		$1,987	
Insurance	$48,639		$48,639		$50,686		($2,047)	
Legal Advertising	$1,500		$875		$394		$481	
Other Current Charges	$1,250		$729		$799		($70)	
Property Taxes	$13,500		$7,875		$0		$7,875	
Office Supplies	$125		$73		$83		($10)	
Dues, Licenses & Subscriptions	$175		$175		$175		$0	
TOTAL ADMINISTRATIVE		$274,391 			$180,401 			$159,298 			$21,102 	
 DESCRIPTION		ADOPTED
	BUDGET		PRORATED BUDGET
  THRU 04/30/22 	ACTUAL
  THRU 04/30/22 		VARIANCE					
Field:								
Field Management Services	$362,786	$211,625	$215,849	($4,224)				
Gate/Patrol/Pool Officers	$260,614	$152,025	$137,032	$14,993				
Pest Control	$4,690	$2,736	$2,380	$356				
Security/Fire Alarm/Gate Repairs	$7,500	$4,375	$4,874	($499)				
Telephone/Internet	$13,600	$7,933	$7,721	$212				
Electric	$216,000	$126,000	$129,644	($3,644)				
Water	$20,000	$11,667	$7,386	$4,280				
Gas-Pool	$20,500	$11,958	$22,136	($10,177)				
Gas-Restaurant	$15,000	$8,750	$8,345	$405				
Refuse	$14,000	$8,167	$9,240	($1,073)				
Repairs & Maintenance-Clubhouse	$57,600	$33,600	$24,716	$8,884				
Repairs & Maintenance-Fitness Center	$3,000	$1,750	$421	$1,329				
Repairs & Maintenance-Restaurant	$17,400	$10,150	$13,700	($3,550)				
Repairs & Maintenance-Bowling Lanes	$17,000	$9,917	$9,634	$283				
Furniture, Fixtures,Equipment	$15,000	$8,750	$300	$8,450				
Repairs & Maintenance-Cart path & Bridges	$7,000	$4,083	$3,250	$833				
Repairs & Maintenance-Golf Cart	$5,400	$3,150	$1,535	$1,615				
Repairs & Maintenance-Pool	$20,000	$11,667	$9,457	$2,210				
Landscape Maintenance	$194,514	$113,467	$113,470	($4)				
Plant Replacement	$7,000	$4,083	$406	$3,677				
Irrigation Repairs	$3,500	$2,042	$649	$1,393				
Lake Maintenance	$46,740	$27,265	$27,265	$0				
Wetland Mitigation and Maintenance	$34,800	$20,300	$0	$20,300				
Permits/Inspections	$1,500	$875	$1,414	($539)				
Office Supplies/Printing/Binding	$6,000	$3,500	$3,470	$30				
Operating Supplies	$23,000	$13,417	$12,876	$540				
Credit Card Processing Fees	$4,000	$2,333	$3,319	($986)				
Dues & Subscriptions	$9,000	$5,250	$2,571	$2,679				
Decorations	$2,000	$1,167	$0	$1,167				
Special Events	$130,000	$91,932	$91,932	$0				
TOTAL FIELD		$1,539,144 			$913,933 			$864,992 			$48,940 		
TOTAL EXPENDITURES		$1,813,535 			$1,094,334 			$1,024,291 			$70,043 		
Excess (deficiency) of revenues
over (under) expenditures		$231,518 			$898,219 			$1,023,503 			$125,283 		
OTHER FINANCING SOURCES/(USES)								
Capital Reserve-Transfer Out	($349,813)		($349,813)		($349,813)		$0	
TOTAL OTHER FINANCING SOURCES/(USES)		($349,813) 			($349,813) 			($349,813) 			$0 	
Net change in fund balance	($118,295)		$548,406		$673,690		$125,283	
FUND BALANCE - Beginning	$118,295				$60,516			
FUND BALANCE - Ending		$0 					$734,205 			

(1) Assessments are shown net of Discounts and Collection Fees.
(2) See page 4 for breakdown of restaurant revenues and expenses.
SERIES 2015 DEBT SERVICE FUND
Statement of Revenues, Expenditures, and Changes in Fund Balance
For the Period Ended April 30, 2022

 DESCRIPTION			ADOPTED
	BUDGET			PRORATED
	THRU 04/30/22			ACTUAL
	THRU 04/30/22			  VARIANCE 	
REVENUES:									
Interest Income		$500		$292		$13		($279)	
Assessments - Levy		$435,837		$435,837		$436,541		$704	
Assessments - Prepayments A-1		$0		$0		$25,937		$25,937	
TOTAL REVENUES			$436,337 			$436,129 			$462,491 			$26,362 	
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) 		
	$436,129 		
	$299,991 		
	($136,138) 			
Net change in fund balance	
($1,413)		
$436,129		
$299,991		
($136,138)		
FUND BALANCE - Beginning	$156,320				$399,727				
FUND BALANCE - Ending		$154,908 					$699,718 				
COMMUNITY DEVELOPMENT DISTRICT
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	

	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	$314,768	$49,984	$35,336	$15,321	$48,837	$0	$0	$0	$0		$0	$1,800,087	
Rental Income	$500	$900	$0	$7,350	$1,850	$4,225	$3,100	$0	$0	$0	$0		$0	$17,925	
Special Events Revenue	$86,234	$25,361	$7,528	$13,951	$5,566	$6,536	$12,416	$0	$0	$0	$0		$0	$157,591	
Newsletter Ad Revenue	$15,031	$8,726	$10,085	$3,996	$10,721	$9,213	$4,546	$0	$0	$0	$0		$0	$62,316	
Interest Income	$1	$0	$0	$43	$100	$203	$270	$0	$0	$0	$0		$0	$618	
Miscellaneous Income	$1,397	$836	$467	$1,277	$1,926	$1,553	$1,801	$0	$0	$0	$0		$0	$9,256	
Total Revenues	$103,163	$1,371,664	$332,848	$76,601	$55,499	$37,050	$70,969	$0	$0	$0	$0		$0	$2,047,794	
ADMINISTRATIVE:
Supervisor Fees	
$450	
$225	
$175	
$175	
$250	
$500	
$175	
$0	
$0	
$0	
$0		
$0	
$1,950	
FICA Expense	$34	$17	$13	$13	$19	$38	$13	$0	$0	$0	$0		$0	$149	
Engineering	$1,994	$2,847	$1,314	$6,880	$3,761	$4,058	$0	$0	$0	$0	$0		$0	$20,855	
Arbitrage	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0		$0	$0	
Dissemination	$83	$83	$83	$83	$83	$83	$83	$0	$0	$0	$0		$0	$583	
Dissemination-Amort Schedules	$350	$0	$0	$0	$0	$0	$250	$0	$0	$0	$0		$0	$600	
Attorney	$3,567	$2,688	$399	$2,108	$2,867	$3,416	$0	$0	$0	$0	$0		$0	$15,045	
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	$5,020	$5,020	$5,020	$5,020	$5,020	$0	$0	$0	$0		$0	$35,138	
Computer Time	$83	$83	$83	$83	$83	$83	$83	$0	$0	$0	$0		$0	$583	
Postage	$75	$324	$214	$366	$186	$100	$196	$0	$0	$0	$0		$0	$1,461	
Printing & Binding	$10	$20	$12	$23	$9	$0	$35	$0	$0	$0	$0		$0	$108	
Newsletter Printing	$3,903	$4,035	$4,459	$4,459	$4,092	$3,873	$4,647	$0	$0	$0	$0		$0	$29,468	
Rentals & Leases	$163	$163	$163	$246	$163	$163	$163	$0	$0	$0	$0		$0	$1,221	
Insurance	$50,686	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0		$0	$50,686	
Legal Advertising	$394	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0		$0	$394	
Other Current Charges	$137	$252	$100	$48	$34	$112	$118	$0	$0	$0	$0		$0	$799	
Property Taxes	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0		$0	$0	
Office Supplies	$3	$3	$3	$70	$3	$0	$3	$0	$0	$0	$0		$0	$83	
Dues, Licenses & Subscriptions	$175	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0		$0	$175	
Total Administrative	$67,127	$15,759	$12,038	$19,575	$16,568	$17,447	$10,785	$0	$0	$0	$0		$0	$159,298	

	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	

$28,277	

$28,354	

$28,617	

$28,585	

$41,331	

$0	

$0	

$0	

$0		

$0	

$215,849	
Gate/Patrol/Pool Officers	$18,292	$18,205	$27,104	$25,480	$24,497	$23,453	$0	$0	$0	$0	$0		$0	$137,032	
Pest Control	$305	$450	$305	$305	$305	$305	$405	$0	$0	$0	$0		$0	$2,380	
Security/Fire Alarm/Gate Repairs	$0	$940	$530	$0	$375	$2,110	$920	$0	$0	$0	$0		$0	$4,874	
Telephone/Internet	$1,093	$1,090	$1,090	$1,093	$1,093	$1,131	$1,131	$0	$0	$0	$0		$0	$7,721	
Electric	$17,409	$17,180	$17,947	$19,174	$18,945	$19,139	$19,851	$0	$0	$0	$0		$0	$129,644	
Water	$941	$1,115	$1,137	$1,271	$1,157	$634	$1,132	$0	$0	$0	$0		$0	$7,386	
Gas-Pool	$1,862	$4,190	$2,852	$5,274	$3,668	$1,184	$3,106	$0	$0	$0	$0		$0	$22,136	
Gas-Restaurant	$2,283	$1,578	$930	$1,364	$772	$718	$699	$0	$0	$0	$0		$0	$8,345	
Refuse	$1,213	$1,275	$2,517	$864	$870	$1,148	$1,353	$0	$0	$0	$0		$0	$9,240	
Repairs & Maintenance-Clubhouse	$1,318	$9,642	$2,511	$2,154	$5,853	$1,746	$1,491	$0	$0	$0	$0		$0	$24,716	
Repairs & Maintenance-Fitness Center	$0	$0	$0	$236	$185	$0	$0	$0	$0	$0	$0		$0	$421	
Repairs & Maintenance-Restaurant	$1,816	$2,463	$1,295	$523	$4,674	$955	$1,975	$0	$0	$0	$0		$0	$13,700	
Repairs & Maintenance-Bowling Lanes	$0	$3,098	$2,791	$1,111	$1,278	$1,356	$0	$0	$0	$0	$0		$0	$9,634	
Furniture, Fixtures,Equipment	$0	$0	$0	$300	$0	$0	$0	$0	$0	$0	$0		$0	$300	
Repairs & Maintenance-Cart path & Bridges	$3,250	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0		$0	$3,250	
Repairs & Maintenance-Golf Cart	$190	$300	$300	$150	$423	$173	$0	$0	$0	$0	$0		$0	$1,535	
Repairs & Maintenance-Pool	$1,161	$1,150	$1,275	$1,313	$1,393	$1,852	$1,313	$0	$0	$0	$0		$0	$9,457	
Landscape Maintenance	$15,442	$15,442	$15,442	$18,515	$16,210	$16,210	$16,210	$0	$0	$0	$0		$0	$113,470	
Plant Replacement	$0	$0	$0	$0	$0	$0	$406	$0	$0	$0	$0		$0	$406	
Irrigation Repairs	$0	$649	$0	$0	$0	$0	$0	$0	$0	$0	$0		$0	$649	
Lake Maintenance	$3,895	$3,895	$3,895	$3,895	$3,895	$3,895	$3,895	$0	$0	$0	$0		$0	$27,265	
Wetland Mitigation and Maintenance	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0		$0	$0	
Permits/Inspections	$0	$0	$580	$0	$234	$0	$600	$0	$0	$0	$0		$0	$1,414	
Office Supplies/Printing/Binding	$271	$155	$1,135	$367	$84	$1,319	$140	$0	$0	$0	$0		$0	$3,470	
Operating Supplies	$2,929	$2,286	$1,841	$1,195	$2,113	$2,401	$112	$0	$0	$0	$0		$0	$12,876	
Credit Card Processing Fees	$190	$1,565	$508	$336	$301	$128	$290	$0	$0	$0	$0		$0	$3,319	
Dues & Subscriptions	$165	$150	$43	$1,412	$175	$626	$0	$0	$0	$0	$0		$0	$2,571	
Decorations	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0		$0	$0	
Special Events	$20,234	$3,033	$7,036	$21,516	$24,148	$10,551	$5,416	$0	$0	$0	$0		$0	$91,932	
TOTAL FIELD	$126,795	$117,999	$121,340	$136,203	$141,261	$119,618	$101,776	$0	$0	$0	$0		$0	$864,992	

OTHER FINANCING SOURCES/(USES)															
Capital Reserve-Transfer Out	$0	$0	$0	($349,813)	$0	$0	$0	$0	$0	$0	$0		$0	($349,813)	
TOTAL OTHER FINANCING SOURCES/(USES)	$0	$0	$0	($349,813)	$0	$0	$0	$0	$0	$0	$0		$0	($349,813)	
															
Excess Revenues (Expenditures)	($90,759)	$1,237,906	$199,470	($428,990)	($102,330)	($100,015)	($41,592)	$0	$0	$0	$0		$0	$673,690	
LAKE ASHTON
STATEMENT OF NET POSITION PROPRIETARY FUND
April 30, 2022

ASSETS
CURRENT ASSETS
BUSINESS-TYPE ACTIVITY ENTERPRISE FUND
	RESTAURANT	
ACCOUNTS RECEIVABLE		--- INVENTORY	$27,121
PREPAID EXPENSE	---

TOTAL ASSETS		$27,121 

LIABILITIES
CURRENT LIABILITIES
ACCOUNTS PAYABLE	$0
DUE TO GENERAL FUND	$0
TOTAL LIABILITIES		$0  NET POSITION
UNRESTRICTED		$27,121 
TOTAL NET POSITION		$27,121 

Page 9
LAKE ASHTON CDD
RESTAURANT OPERATIONS - FY 2022

SALES CREDIT

PURCHASES:

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

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 ENTERTAINMENT 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

EXCESS REVENUES (EXPENDITURES) OTHER FINANCING SOURCES
NET CHANGE

FUND BALANCE - BEGINNING
$ 27,121.07

FUND BALANCE - ENDING
 $ 27,121.07 

Page 10

SECTION D
	LAKE ASHTON
COMMUNITY DEVELOPMENT DISTRICT		
	Check Run Summary		
	May 16, 2022		
Date	Check Numbers	Amount	
General Fund			
4/12/22	8068-8086	$88,208.33	
4/13/22	8087	$919.72	
4/20/22	8088-8095	$29,364.85	
4/26/22	8096-8106	$28,330.80	
4/28/22	8107-8109	$44,579.94	
5/2/22	8110-8114	$4,236.98	
General Fund Total			$195,640.62 	
Capital Projects Fund			
4/26/22	335	$6,500.00	
5/2/22	336	$15,650.00	
Capital Projects Fund Total			$22,150.00 	
AP300R	YEAR-TO-DATE ACCOUNTS PAYABLE PREPAID/COMPUTER CHECK REGISTER	RUN	5/05/22	PAGE	1
*** CHECK NOS. 008068-050000	LAKE ASHTON CDD - GF BANK A LAKE ASHTON - GF
CHECK	VEND#	.....INVOICE..... ...EXPENSED TO...	VENDOR NAME	STATUS	AMOUNT	....CHECK.....
DATE	DATE	INVOICE	YRMO	DPT ACCT# SUB	SUBCLASS	AMOUNT	#
4/12/22 00522	3/19/22 31343055 202204
POOL HEAT 3/26/22 31345624 202204
POOL HEAT
3/26/22 31345624 202204 320-57200-43201	*	476.29
PROPANE-RESTAURANT
4/06/22 31349514 202204 320-57200-43200	*	992.60
POOL HEAT
4/06/22 31349514 202204 320-57200-46201	*	405.89
PROPANE-RESTAURANT
AMERIGAS	3,425.18 008068
- - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - 4/12/22 00057	3/31/22 201518	202203 320-53800-46800	*	3,895.00
SVCS 03/22
APPLIED AQUATIC MANAGEMENT, INC.	3,895.00 008069
- - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - 4/12/22 00695	3/31/22 57949601 202204 320-57200-41000	*	1,080.98
SVCS 04/22
CHARTER COMMUNICATIONS	1,080.98 008070
- - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - 4/12/22 00621	4/05/22 916783	202204 320-57200-54501	*	50.00
SVCS 04/22
COUNTRY BOY PEST CONTROL	50.00 008071
- - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - 4/12/22 00466	4/04/22 46195	202204 320-57200-51000	*	140.00
BUSINESS CARDS
4/04/22 46210	202204 310-51300-42501	*	4,647.00
LA TIMES NEWSLETTER-04/22
CUSTOMTRADEPRINTING.COM	4,787.00 008072
- - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - 4/12/22 00610	2/27/22 FS84742	202202 320-57200-54500	*	185.00
QTRLY PM-12/21 THRU 02/22
FITNESSMITH	185.00 008073
- - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - 4/12/22 00098	3/04/22 1285-022 202202 320-57200-52000	*	149.27
SUPPLIES
HOME DEPOT CREDIT SERVICES	149.27 008074
- - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - 4/12/22 00504	4/05/22 102231	202204 320-57200-54500	*	541.49
SUPPLIES
KINCAID ELECTRICAL SERVICES	541.49 008075
- - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - 4/12/22 00512	4/01/22 2177071	202204 320-57200-41000	*	50.07
SVCS-04/22
KINGS III OF AMERICA, INC.	50.07 008076
- - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - -
LAKA LAKE ASHTON	SHENNING
AP300R	YEAR-TO-DATE ACCOUNTS PAYABLE PREPAID/COMPUTER CHECK REGISTER	RUN	5/05/22	PAGE	2
*** CHECK NOS. 008068-050000	LAKE ASHTON CDD - GF BANK A LAKE ASHTON - GF
CHECK	VEND#	.....INVOICE..... ...EXPENSED TO...	VENDOR NAME	STATUS	AMOUNT	....CHECK.....
DATE	DATE	INVOICE	YRMO	DPT ACCT# SUB	SUBCLASS	AMOUNT	#
4/12/22 00429	4/11/22 04112022 202204 300-20700-10200	*	2,824.34
TXFER OF TAX RECEIPTS
4/11/22 04112022 202204 300-20700-10200	*	344.42
TXFER OF TAX RECEIPTS
LAKE ASHTON CDD	3,168.76 008077
- - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - 20770222 202202 300-13100-10000	*	10,679.46
FEB 2022 RESTAURANT
20770222 202202 600-58100-10000	*	10,679.46
FEB 2022 RESTAURANT
20770222 202202 600-20700-10000	*	10,679.46-
FEB 2022 RESTAURANT
20770222 202202 330-57200-52000	*	23,439.71
FEB 2022 RESTAURANT
20770222 202202 330-57200-52004	*	14,155.20
FEB 2022 RESTAURANT
20770222 202202 330-57200-12000	*	13,467.49
FEB 2022 RESTAURANT
3/10/22 20770222 202202 330-57200-12100	*	26,913.96
FEB 2022 RESTAURANT
3/10/22 20770222 202202 330-57200-21000	*	7,535.91
FEB 2022 RESTAURANT
3/10/22 20770222 202202 330-57200-34000	*	5,833.32
FEB 2022 RESTAURANT
3/10/22 20770222 202202 330-57200-45000	*	566.34
FEB 2022 RESTAURANT
3/10/22 20770222 202202 300-38100-10000	*	10,679.46-
FEB 2022 RESTAURANT
3/10/22 20770222 202202 300-34700-10000	*	65,133.64-
FEB 2022 RESTAURANT
3/10/22 20770222 202202 300-34700-10001	*	16,098.83-
FEB 2022 RESTAURANT
METZ CULINARY MANAGEMENT	10,679.46 008078
- - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - 4/12/22 00538	3/01/22 10081	202203 320-57200-54506	*	172.50
MAINT 03/22
PERFORMAMCE PLUS CARTS	172.50 008079
- - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - 4/12/22 00614	3/29/22 FCS03292 202203 320-57200-54500	*	17.89
FIBER CLASS SUPPLIES
POLK COUNTY BOCC	17.89 008080
- - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - 4/12/22 00345	3/24/22 39016	202203 320-57200-54500	*	450.00
SVCS 03/22
4/05/22 39179	202204 320-57200-54520	*	275.00
SVCS 04/22
PRECISION SAFE & LOCK, LLC	725.00 008081
- - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - -
LAKA LAKE ASHTON	SHENNING
AP300R	YEAR-TO-DATE ACCOUNTS PAYABLE PREPAID/COMPUTER CHECK REGISTER	RUN	5/05/22	PAGE	3
*** CHECK NOS. 008068-050000	LAKE ASHTON CDD - GF BANK A LAKE ASHTON - GF
CHECK	VEND#	.....INVOICE..... ...EXPENSED TO...	VENDOR NAME	STATUS	AMOUNT	....CHECK.....
DATE	DATE	INVOICE	YRMO	DPT ACCT# SUB	SUBCLASS	AMOUNT	#
4/12/22 00696	2/28/22 10721640 202202 320-57200-34500	*	23,737.19
SVCS 02/22
3/31/22 10753098 202203 320-57200-34500	*	25,066.04
SVCS 03/22
SECURITAS SECURITY SERVICES USA,INC	48,803.23 008082
- - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - 4/12/22 00234	3/25/22 16411237 202203 320-57200-51000	*	109.84
SUPPLIES
3/25/22 16411237 202203 320-57200-52000	*	621.48
SUPPLIES
STAPLES BUSINESS CREDIT	731.32 008083
- - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - 4/12/22 00277	3/21/22 31140	202203 320-57200-54100	*	600.00
ANNUAL INSPECTION
STATE FIRE EXTINGUISHER SERVICE,INC	600.00 008084
- - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - 4/12/22 00703	3/23/22 12965	202203 320-57200-34500	*	2,109.98
SUPPLIES
SUMMERLIN FENCE & FEED INC	2,109.98 008085
- - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - 4/12/22 00664	4/03/22 1561-032 202203 320-57200-52000	*	7,036.20
CC PURCHASES 03/22
WELLS FARGO	7,036.20 008086
- - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - 4/13/22 00703	4/07/22 13035	202204 320-57200-34500	*	919.72
12FT LED GATE ARM KIT
SUMMERLIN FENCE & FEED INC	919.72 008087
- - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - 4/20/22 00522	4/13/22 31353140 202204 320-57200-43201	*	222.94
PROPANE-RESTAURANT
4/13/22 31353140 202204 320-57200-43200	*	562.82
POOL HEAT
AMERIGAS	785.76 008088
- - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - 4/20/22 00621	4/11/22 916995	202204 320-57200-54501	*	50.00
SVCS 04/22
COUNTRY BOY PEST CONTROL	50.00 008089
- - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - 4/20/22 00517	4/08/22 11	202204 310-51300-31300	*	250.00
AMORTIZATION SCHEDULE
DISCLOUSURE SERVICES, LLC	250.00 008090
- - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - 4/20/22 00003	4/05/22 96226903 202203 310-51300-42000	*	3.66
SVCS 03/22
FEDEX	3.66 008091
- - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - -
LAKA LAKE ASHTON	SHENNING
AP300R	YEAR-TO-DATE ACCOUNTS PAYABLE PREPAID/COMPUTER CHECK REGISTER	RUN	5/05/22	PAGE	4
*** CHECK NOS. 008068-050000	LAKE ASHTON CDD - GF BANK A LAKE ASHTON - GF
CHECK	VEND#	.....INVOICE..... ...EXPENSED TO...	VENDOR NAME	STATUS	AMOUNT	....CHECK.....
DATE	DATE	INVOICE	YRMO	DPT ACCT# SUB	SUBCLASS	AMOUNT	#
4/20/22 00164	4/13/22 28721	202203 310-51300-31500	*	3,416.28
SVCS 03/22
LATHAM, LUNA, EDEN & BEAUDINE,LLP	3,416.28 008092
- - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - 4/20/22 00665	4/12/22 1557	202204 320-57200-54500	*	950.00
SVCS 04/12/22
OCS COMMERICAL CLEANING SVCS INC	950.00 008093
- - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - 4/20/22 00631	4/08/22 1916527	202203 310-51300-31100	*	4,058.19
SVCS 03/22
RAYL ENGINEERING & SURVEYING, LLC	4,058.19 008094
- - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - 4/20/22 00061	4/13/22 0422	202204 320-57200-43000	*	19,850.96
SVCS 04/22
TECO	19,850.96 008095
- - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - 4/26/22 00055	4/15/22 20735-04 202204
SVCS-04/22 4/15/22 20740-04 202204
SVCS-04/22 4/15/22 22109-04 202204
SVCS-04/22 4/15/22 37767-04 202204
SVCS-04/22
CITY OF LAKE WALES-UTILITIES DEPT	1,131.91 008096
- - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - 4/26/22 00621	4/15/22 918610	202204 320-57200-54501	*	305.00
SVCS-04/22
COUNTRY BOY PEST CONTROL	305.00 008097
- - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - 4/26/22 00003	4/19/22 77294870 202204 310-51300-42000	*	99.23
DELIVERIES THRU 04/13/22
FEDEX	99.23 008098
- - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - 4/26/22 00067	4/15/22 218442	202205 320-57200-34500	*	195.00
MONITORING-05/22
THE HARTLINE ALARM COMPANY, INC.	195.00 008099
- - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - 4/26/22 00059	4/03/22 33016	202205 320-57200-45300	*	1,313.00
SVCS-05/22
HEARTLAND COMMERCIAL POOL SERVICES	1,313.00 008100
- - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - 4/26/22 00098	4/05/22 1285-032 202203 300-13100-10000	*	5,626.66
PURCHASES
4/05/22 1285-032 202203 600-53800-63000	*	5,626.66
PURCHASES
LAKA LAKE ASHTON	SHENNING
AP300R	YEAR-TO-DATE ACCOUNTS PAYABLE PREPAID/COMPUTER CHECK REGISTER	RUN	5/05/22	PAGE	5
*** CHECK NOS. 008068-050000	LAKE ASHTON CDD - GF BANK A LAKE ASHTON - GF
CHECK	VEND#	.....INVOICE..... ...EXPENSED TO...	VENDOR NAME	STATUS	AMOUNT	....CHECK.....
DATE	DATE	INVOICE	YRMO	DPT ACCT# SUB	SUBCLASS	AMOUNT	#
4/05/22 1285-032 202203
PURCHASES 4/05/22 1285-032 202203
PURCHASES
HOME DEPOT CREDIT SERVICES	6,759.26 008101
- - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - 4/26/22 00704	4/25/22 04252022 202204 320-57200-54520	*	117.00
REIMB-RESTAURANT CHANDELI
4/25/22 04252022 202204 320-57200-54520	*	1,583.00
REIMB-RESTAURANT SCONCES
LAKESIDE STUDIO	1,700.00 008102
- - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - 4/26/22 00470	4/11/22 04112022 202204 320-57200-49400	*	66.00
SUPPLIES
SHUFFLIN'S SQUARES	66.00 008103
- - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - 4/26/22 00238	3/15/22 381325	202203 320-57200-45300	*	388.90
SUPPLIES
SPIES POOL,LLC	388.90 008104
- - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - 4/26/22 00430	4/06/22 50196866 202204 310-51300-42502	*	162.50
COPIER LEASE
WELLS FARGO VENDOR FINANCIAL SVCS	162.50 008105
- - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - 4/26/22 00445	4/01/22 OS344743 202204 320-57200-46200	*	16,210.00
MAINT-04/22
YELLOWSTONE LANDSCAPE	16,210.00 008106
- - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - 4/28/22 00215	4/27/22 042722	202204 320-57200-34000	*	41,331.19
APR 22 FACILITY MGMT
GMS-CENTRAL FLORIDA, LLC	41,331.19 008107
- - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - 4/28/22 00688	4/11/22 041122	202204 320-57200-49400	*	2,250.00
STARS AND STRIPES SHOW
JOHNNY WILD PRODUCTIONS LLC	2,250.00 008108
- - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - 4/28/22 00705	4/26/22 042622	202204 300-22000-10000	*	1,000.00
REFUND DAMAGE DEPOSIT
4/26/22 042622	202204 300-36200-10500	*	1.25- SECURITY OVERAGE
POLK STATE COLLEGE	998.75 008109
- - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - 5/02/22 00673	4/19/22 56200003 202204 320-57200-52000	*	46.40
SUPPLIES
4/26/22 56200003 202204 320-57200-52000	*	46.40
SUPPLIES
AUS CENTRAL LOCKBOX	92.80 008110
- - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - -
LAKA LAKE ASHTON	SHENNING
AP300R	YEAR-TO-DATE ACCOUNTS PAYABLE PREPAID/COMPUTER CHECK REGISTER	RUN	5/05/22	PAGE	6
*** CHECK NOS. 008068-050000	LAKE ASHTON CDD - GF BANK A LAKE ASHTON - GF
CHECK	VEND#	.....INVOICE..... ...EXPENSED TO...	VENDOR NAME	STATUS	AMOUNT	....CHECK.....

XS BOWLING SERVICE LLC	3,745.00 008114
- - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - -
TOTAL FOR BANK A	195,640.62
TOTAL FOR REGISTER	195,640.62

LAKA LAKE ASHTON	SHENNING
AP300R	YEAR-TO-DATE ACCOUNTS PAYABLE PREPAID/COMPUTER CHECK REGISTER	RUN	5/05/22	PAGE	1
*** CHECK NOS. 000335-050000	LAKE ASHTON CDD - CPF BANK B LAKE ASHTON - CPF
CHECK	VEND#	.....INVOICE..... ...EXPENSED TO...	VENDOR NAME	STATUS	AMOUNT	....CHECK.....
DATE	DATE	INVOICE	YRMO	DPT ACCT# SUB	SUBCLASS	AMOUNT	#
4/26/22 00096	4/12/22 9461	202204 600-53800-63000	*	6,500.00
LA BRIDGE DEMOLITION
S&S CONTRACTING OF POLK COUNTY INC	6,500.00 000335
- - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - 5/02/22 00096	3/14/22 9425	202203 600-53800-63000	*	2,200.00
SVC-3/22 GOLF COURSE BRDG
4/13/22 9468	202204 600-53800-60099	*	13,450.00
SVC-4/22 POND OUTFALL STR
S&S CONTRACTING OF POLK COUNTY INC	15,650.00 000336
- - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - -
TOTAL FOR BANK B	22,150.00
TOTAL FOR REGISTER	22,150.00

LAKA LAKE ASHTON	SHENNING
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											
12/31/21	12/01/21-12/15/21	$  334,325.09	$ 84,118.85	$	13,086.36	$	3,312.40	$	8,040.90	$  394,004.28	$	314,767.99	$	70,623.90	$	8,612.38	$	79,236.29											
01/18/22	12/16/21-12/31/21	$	52,677.46	$ 13,717.63	$	1,658.93	$	442.96	$	1,285.86	$	63,007.34	$	49,983.76	$	11,608.01	$	1,415.56	$	13,023.58											
02/22/22	01/01/22-01/31/22	$	36,951.74	$  9,743.92	$	881.47	$	218.33	$	911.92	$	44,683.94	$	35,336.42	$	8,331.51	$	1,016.00	$	9,347.52											
03/16/22	02/01/22-02/28/22	$	16,792.82	$  3,275.20	$	1,168.46	$	32.76	$	377.34	$	18,489.46	$	15,320.71	$	2,824.34	$	344.42	$	3,168.76											
04/19/22	03/01/22-03/31/22	$	49,895.83	$ 14,709.76	$	19.70	$	7.66	$	1,291.56	$	63,286.67	$	48,836.77	$	12,879.30	$	1,570.59	$	14,449.89											
	$ 1,910,773.83	$ 463,042.06	$	73,947.06	$	17,595.05	$	45,645.48	$ 2,236,628.30	$	1,800,087.20	$	389,092.40	$	47,448.71	$	436,541.11												
BALANCE REMAINING	$7,032.17	$2,325.08