Lake Ashton Community Development District
Meeting Agenda June 20, 2022

Lake Ashton
Community Development District

219 E. Livingston St., Orlando, Florida 32801 Phone: 407-841-5524 - Fax: 407-839-1526

June 13, 2022

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, June 20, 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, June 17, 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 May 16, 2022 Board of Supervisors Meeting
Restaurant
Ashton Tap & Grill Update
Presentation of Restaurant Financials for May

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)
Short Summary of Restaurant Usage Options
Discussion Regarding Restaurant Next Steps (requested by Supervisor Realmuto)
New Business
Discussion  Regarding  Fiscal  Year  2023  Operations  &  Maintenance Assessment Increase (requested by Supervisor Landgrebe)
Monthly Reports
Attorney
Engineer
Consideration of Bids Received for the Berwick and Ashton Club Repave—ADDED
Lake Ashton Community Director
Consideration of Quotes to Repair Olsen Road Fencing (to be provided under separate cover)
Operations Manager
District Manager’s Report
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, May 16, 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
Dana Bryant via Zoom	Yellowstone Landscaping

The following is a summary of the discussions and actions taken at the May 16, 2022 meeting.

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: The next item on the agenda is the approval of the meeting agenda. Just want to say one thing at the beginning. With a joint meeting coming in the middle, we may pause and come back. We may move some things around in the agenda based

on some of our consultants being here. At this point, I don't see any way to change it to figure out where we're going to be. It's going to have to be time-sensitive. I'll entertain a motion to approve the agenda.

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. In the order that I received them, first is Brenda VanSickle.
Resident Brenda VanSickle: Ladies and gentlemen, we have a problem. “Gee, we only lost $10,000 this month instead of the $25,000 we lost last month.” Said no happy and intelligent person ever. How long are we going to continue throwing money at a losing proposition? This contract had a basic flaw from the beginning. Why would you give any contractor a blank check? We don't do this with any of our other contractors. Why does the restaurant get special treatment? How much more are you willing to lose? I keep hearing things are getting a little better, though I'm afraid it's little too late. Unfortunately, the restaurant has lost a good portion of their supporters. Once lost, how do you expect to get them back? For a restaurant to succeed in here, we need to support it, but the restaurant needs to be worthy of our support. What is their motivation to even care? I feel bad for the servers. How are they going to make a living with the little business they have? I keep hearing the restaurant is an amenity. But the restaurant, unlike our other amenities, provides a service and product for a fee. I don't think it's my job to subsidize anyone else's meals. Now on to the budget. Gas and everything are increasing in price. The Board has a fiduciary duty to the residents who elected you, not to squander our money foolishly. Our Operations and Maintenance budget is just for that, not subsidizing meals. In light of increasing prices an increase in our assessments could be understood if such a large amount had not been wasted. What has had to be pushed back or not approved due to the capital reserves? Please do not continue wasting our money. I believe you all are

intelligent people and I commend you on your service to our beautiful community. Please make the intelligent business decision. Thank you.
Mr. Plummer: Thank you, Brenda. Next on the list is Sharon Carl.
Resident Sharon Carl (3006 Ashton Palms): I want to express my concern about the LA Tap & Grill Restaurant. Residents elected you to represent our best interests in establishing and maintaining a financial budget for the restaurant. The Board chose to have Metz manage the restaurant without any performance or accountability measures in the contract. The Board continued to ignore feedback and residents who were dissatisfied with menu choices, poor service, and costs that exceed the budget. At the March CDD meeting, residents pleaded to have this agreement terminated or amended to reduce our losses. At the April meeting, there was a comment that you could provide a 10-day dissatisfaction written notice. This action was held off to show them we have good faith in working with them. Why? I have heard far too many excuses from Supervisors to justify continuing operating the restaurant at a loss. As a result, it is my personal opinion that you, the CDD Board of Supervisors, have failed and continue to fail your fiscal responsibilities regarding the restaurant. This is our money you're spending. Now, the loss issue being ignored means that we will probably have an increase in our assessments. Finally, I have experienced or witnessed situations within the last three days at the restaurant where there were two meals served and a chicken parmesan was burned to a crisp and had to be sent back. Mozzarella sticks were uncooked. Last night, the menu was advertised, but was not available, and only hamburgers and hot dogs were available. You need to take action immediately and support residents who elected you. We need transparency. Please drop your egos and power trips and start taking actions you were elected to make for residents.
Mr. Plummer: Thank you, Sharon. Next on the list is Charlie Schmidt.
Resident Charlie Schmidt (4123 Muirfield Loop): I don't want to play with the point, but I was going to speak about the restaurant. We have used it regularly and it has continued to go down. I think if we're thinking about keeping Metz around here after what they've done, it's a bad mistake. We need to look at some other options. I think there are some other options. We could participate in any of that that might be there, but we are on the wrong track because it's definitely going down and if there is anybody saying that it is

better, the last meal we had in there sucked, so I just want to pass that on. I think a lot of people have talked about points that need to be addressed by you all at this meeting. Thanks so much.
Mr. Plummer: Thank you, Charlie. The next comment is actually something that's not on the agenda, but we're going to let it come forth because we have no idea how long this meeting is going to run. So we're going to bring this next one up as well. This is Linda Ford.
Resident Linda Ford (3842 Litchfield Loop): We have an issue that's been going on at least for a year and it happens on our property, the neighbor's property, and a lot of it is on CDD property. What is going on is that a year ago we saw a bull out, it was on CDD land at that point, and all the neighbors were out and were all saying, my goodness, look at that. It's a cattle out there. Well anyway, that was a year ago. Well, since then he comes back all the time. Needless to say, he comes along the back of the houses that are on the pond in Litchfield Loop, and on his way, he makes lots of droppings. Our grandkids are over every week so we have to make sure we go out and clear out the piles so they don't step in it, not that they should be, but it could happen. We have communicated with the CDD many times, but not anything has been done. A neighbor had one plop that was one foot from her lanai. We had a plop that was three feet from our lanai. A couple of months ago when it was a really nice evening cool, we had the door to the lanai open and all of a sudden, I heard all this rattling in the back, so I go get my flashlight and shine it out there. Sure enough, it was the bull up there eating at that time. When I shone the light in his eyes, he then ran away. Before the bull was on the scene, there were other residents out there, rabbits which would come out in the morning and we would watch them eat and drink. There were snakes, black racers, ribbon snakes, green snakes, and we enjoyed watching them. Turtles would pass by to go to the pond, bobcats would walk through. Other otters would come through, the sandhill cranes would come through, but we don't see any of them anymore because the cattle are there too often. All we see now are bull plops, and all the bull plops are a health issue as far as we're concerned. If the rancher won't fix the fence, some people need to find the broken fence and maybe even put up a fence of our own or whatever, but something has to be done. Thank you for your time.

Ms. Landgrebe: Hey Linda, is the bull with horns or a cow? Not that it matters.
Linda Ford: No, he doesn't have horns. I don't think he has, I wasn't looking at its horns. I have a picture of it if you want to see it.
Mr. Plummer: Thanks, Linda.
Ms. Burns: Since the rancher is outside the CDD boundary, the CDD doesn't have any enforcements for code compliance for animals or anything like that. This is outside the CDD boundary. When you see it out, I would suggest you call code enforcement or call the police department so that they can take action on that property outside of the District.
Ms. Landgrebe: Can we not even send a letter to the rancher?
Ms. Burns: We have no authority over what he does on his property. I would let the proper authorities deal with this and notify code enforcement. This is not a CDD issue.
Mr. Realmuto: Have we identified how the cow is entering the CDD property? I'm wondering if it was our fence or do we know where the fence is that the cow was entering the property on and pursue that angle?
Ms. Burns: We don't have a fence.
Mr. Plummer: Yeah. We have no fence in that location, though the rancher has
fence.

Ms. Burns: He would be responsible for keeping his animals on his own property. Ms. Landgrebe: Can the CDD send a letter to the city then?
Ms. Burns: We are going to make a call as well. But I think when the residents see
it escape if they take action at that time with the proper authorities, but Christine will call and report it as well.
Mr. Realmuto: I mean perhaps we can help the residents in that area by basically echoing their concerns with the authorities. Christine is going to do that.
Ms. Burns: That's what we're going to do.
Mr. Realmuto: I understood. I just wanted it to be clear.
Mr. Plummer: I understand that the responsibility doesn't necessarily fall on us, although I would like to help our residents. I think calling the proper authorities is a start short of a roundup of our own and eliminating the cattle, which I'm not proposing. I'm not sure what else to do after the authorities. Do we know who the rancher is?

Ms. Burns: The same one we had contact with over the water issue I believe.
Mr. Plummer: That's the owner of the property, but doesn't he lease that to a ranch? Do you know who the ranchers are?
Ms. Landgrebe: Nothing has been done?
Mr. Costello: Do we know how he's coming onto our properties?
Ms. Wells: There's a break in the fence somewhere on their property. Mr. Costello: I would imagine.
Ms. Wells: I couldn't tell you exactly where at. I plan on calling and emailing code enforcement and I'll keep up with Lake Wales PD. We have called Lake Wales PD, and the rancher several times as well as our security, they have called the rancher several times.
Resident Linda Ford: What about wildlife?
Mr. Plummer: I would say let's stay on top of this and see what we can do. We appreciate a report back here of what you found out when you talk to them. Also after you get that report if you would contact the Boards and let them know as well, I'd appreciate that. I see no further comments here. Do we have any online?
Ms. Burns: If anybody on the Zoom line has a public comment, you can use Zoom's raise hand feature to be called on now.
Mr. Plummer: Before we get on down into the next item, I want to just to say that when we respond to issues here, I would appreciate it, along with the recording and folks listening out there, if we tried not to speak over one another or interrupt each other. Just let whoever's speaking speak, and when they're done, the next person can. It's difficult for the recording person to be able to pick it up when we're continually talking over each other, so let's try not to interrupt.

FOURTH ORDER OF BUSINESS	Consideration of Minutes from the
April 18, 2022 Board of Supervisors Meeting
Mr. Plummer: The next item on the agenda is the minutes from the April 18, 2022 Board of Supervisors meeting. Are there any additions or corrections to the minutes as they were presented electronically?

FIFTH ORDER OF BUSINESS	Restaurant
Ashton Tap & Grill Update
Mr. Plummer: Next item on the agenda, the restaurant update. Mike?
Mr. Porricelli: Good morning. I want to give you a quick update on the restaurant. As you probably heard, Bob is here with us. Bob is the acting General Manager. Bob, can you stand up real fast? This is Bob. He's going to be with us throughout the summer. He's going to be helping in the front of the house with some training that is continuing to happen, as well as some marketing and some promotions. As you know, we started closing on Tuesdays and Wednesdays. We're open on Mondays. We look at sales on Monday, and Mondays are still our slowest days at about $1,100 a day on Monday, compared to other days, which were $1,200 to about $2,500, and on weekends, obviously, a little bit more. On the marketing department, we're currently working on a direct mail piece that we'll have done this week, some digital marketing that we've been doing on Facebook, and the local paper. We're also going to be inside of the local coupon book so that people can find us on the outside. We're also going to be really focusing on lakeside dining going forward to the outside of our community. Did anybody have any questions about any of that?
Ms. Landgrebe: When is that all happening?
Mr. Porricelli: All of the marketing is happening this week. Bob is actually here to start our training. He's been here a couple of days now. We're going to have all these marketing pieces done by next week.
Ms. Landgrebe: I was under the impression it was going to start this last month. Mr. Porricelli: It was. We have a lot of marketing that we've been doing already,
especially online. For the direct mail, that's what we're working on currently.
Ms. Landgrebe: Where online are you marketing because I haven't seen anything?
Mr. Porricelli: There are different Facebook groups, there's Ledger online. I'll get with marketing and get you exactly where they are but I've seen them. We're getting comments and we're getting feedback from them. I wanted to talk a little bit about this

year in our commitment from Metz. That's a hot topic. What I did is I did a forecast which should be in the packet. What I did is based on current rates. I went out to the end of the year until September, I showed what our forecasted loss would be as we continue on throughout this year. What I came up with was that for the remainder of the year, we are going to be losing an additional $63,000. As a commitment from Metz, we would be willing to give back as part of our fee up to $35,000 to cover some of that loss so that it's in our best interests to manage cost and do the best possible job that we can do going forward so we share some of that as well. Does anybody have any questions on the sheet?
Mr. Realmuto: Yes, Mike. I think you said you were willing to basically get back half of the loss. That's up to a limit though, that's not unbounded.
Mr. Porricelli: $35,000.
Mr. Realmuto: Your forecast and it breaks it down by month. Those months include the month of May, which we're currently three weeks through. We have at least the initial weekly revenue numbers for both the restaurant and catering in there. There's only four weeks in the month and we are in the last week of the month of May that you're projecting here. So far in the first three weeks, we've brought it in $28,358 or basically roughly
$20,000 on what's forecasts with one week to go. I guess catering is the bright side. Catering was forecasted $4,000 for the month of May and brought it to $8,075 for that. Most of that was last Saturday. If we look at total sales and revenue, we're at currently with three full weeks, $36,434 compared to the projection of $52,000. The last couple of weeks have not been terribly good, the weekly revenue has gone down significantly, almost in half. I think the first week was under $8,000, the second week was $9,000 and change. I think the third week might have been in the neighborhood of $10,000 plus. My point is even if we estimate say $10,000 for the week, that would still basically leave us with a total of $46,434 of net revenue. That includes the double catering. The bottom line is, we're $46,434 is roughly $6,000 less than the projection. We're already starting out behind with regard to this projection. Quite frankly, I'm not sure how much confidence we can have for the remaining projections of the month. It's entirely possible we lose much more than this projected $63,000.
Mr. Porricelli: I understand. But just because the sales are a little less or a little light, doesn't mean that's the bottom line. If we manage our house in the middle, we

should be able to cover it. I'll tell you right now we're trying to become better than the
$14,000 loss.
Mr. Realmuto: Since we're bringing up the net and I guess it is the net that matters. We skipped over the invoice we have here for April. You have this invoice and it looks good. Well, good relative to other months in that the net loss is, and I put in quotes, "only
$10,000." But talking to you offline, most of that was because there were very few expenses. Frankly, a lot of it contributed to having a lot of excess food purchased a prior month so if you did those expenses hit last month where we had a deficit of $25,000, and they're not hitting this month very much less was purchased. But I guess my point is the variability of the expenses from month to month. Again, we don't know what to predict. Maybe even if this coming month of May, it looks good, what can we expect for expenses over the months? It's been fairly erratic. The time monthly expenses are falling. I just wanted to point that out for this month, although it looked good, that was a one-time benefit. You don't expect to see that carry through.
Mr. Porricelli: Another thing that we're going to do for the remainder of this year is that, as I said, we have Bob here with us. We're going to be handling the cost for Bob so it's going to be no cost to you to be able to have that work. Currently, you will be paying for one salaried associated throughout the summer so we hired a new GM.
Mr. Howison: I'd like to thank you. I know, for Metz, this is a generous 35k and not having to pick up the GM costs but at some point, we have to answer the question, what are we going to do with this? How long can we go with this? I don't disagree with some of the speakers this morning that we all want a restaurant. But at what cost? If it were a $100 per resident per year, we could support an almost a $100,000 loss, but that's not the case, particularly when we consider the support costs. Fuel, maintenance, and upkeep, I don't know how long we can go on and if it deserves a candid discussion today. We can review the financials every month ad infinitum, but it appears to me that the community has lost confidence in the quality that they receive from the restaurant and the value that they receive. I don't know that we will ever bring them back. I hope today we can deal honestly with this and come to a decision of some sort.
Mr. Costello: Llyod, I do agree with you that for months I've been saying that we really have to take a good look at what's going on. The numbers unfortunately that are

put out and I'll be the first one to say that inflation and the pandemic, you've had everything that could possibly go against you. The only thing being is that we have people standing here telling me that they've received a meal that was burnt. It takes away from any consideration of a person to go into the restaurant. The meals and management, you had a person that brought in, and unfortunately, he was involved in that accident. I hate to say it, but there has been zero consistency in the restaurant. I realize that you have hopes of moving things forward rather quickly. The only thing being is some of the things you're suggesting, I have to wonder from our legal department whether we're able to do this or whether this is a questionable thing or what.
Ms. Carpenter: I'll jump in. It does go to some of the comments as well. Because the facility here is financed with tax-exempt bonds, a management contract is subject to very strict Internal Revenue Service rules. One of those roles is that a management contract cannot share profits and losses. We have to be very cautious in sharing profits and losses and so that's been part of the contract negotiation issues and part of the problems we're facing going forward.

Presentation of Restaurant Financials for April
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)
Mr. Realmuto: Lloyd, I believe, called for having a frank discussion. I hate to jump ahead into my analysis, and I'm not going to go through that page by page as I usually do, but I think some of the information would help there. Basically, before the next month, we're showing total losses of $107,000. Adding $63,000 brings us to $170,000. Just to be clear, we're looking at a net loss of $170,000 if things turn out according to the forecast that Metz has provided us with. I think we need to start paying attention and listen to what Metz is telling us. I think one of them pointed out meetings ago, they never promised us they get operate it at break-even. Unfortunately, things seem to be going from bad to worse. COVID has essentially passed now, but the numbers continue to get worse. We haven't gotten to the proposed budget for the next fiscal year yet, but if you look at it, it calls for a larger deficit, and it was proposed to us, I believe it was a month or two ago.

Things seem to keep getting worse. They're being presented to us in black and white. For those who would want to continue the restaurant, you would be doing so at a loss of, for this year, a minimum of 170,000. Next year would be a whole another discussion. I don't know if we want to get into that. Even comparing one month over another, the bottom line is the month of May, for example, or April, did worse this year versus April a year ago. I think we were all hoping things would improve a little over that time, but again, the facts in the black and white show they're not. They are going in the other way.
Mr. Costello: A couple of months ago, that was one of the things that I had said. We cannot compare this restaurant month to month. We have to compare it May of one year to May of the next year, April of one year to April of the next year. I hate to say it, but I don't see it getting any better. From the beginning, from the very get-go long before you were here, well, I hate to say it, but Metz' figures, their forecasts have been dramatically off. Now, we were saying $170,000. That means that every resident has spent $170,000 and not even eaten a meal in this restaurant. That's a little bit hard to take.
Mr. Plummer: Other comments by the Board? I think we've reached a crossroads. I think we need to make a decision as to which direction we want to go. We've all voiced our opinions about concerns, about inaccuracies in the past, the forecast and where we are. We've talked about how much dollars we've lost. We are the fiduciary folks that are responsible for our resident's moneys. I think we're at the crossroads. We have to make a decision, and there's no reason to hash through more odds and ends, unless we make a decision right now to either go forward or stop where we are.
Mr. Costello: Last month, Jan, I believe you said a thing where we have to give them something?
Ms. Carpenter: There's a 90-day notice to terminate the contract for any reason. The other provision for terminating is a 10-day notice of a default, which they can cure. If the Board is looking to terminate now, probably 90 days to negotiate if there is a shorter time period they would accept. We also have the issue that there is some other funding that would be owed, that Steve can address from a financial perspective. The $60,000 funded that was put in initially.
Mr. Realmuto: What I hear people talking about is essentially giving notice. As you know, the contract that was approved by this Board was a five-year contract. They

basically provided $60,000 funding. That is ours to keep if the contract survives looking at the life of six years, but should it be terminated early for any reason that the amount that needs to be paid is prorated. The five years or 60 months, math is really easy on this. It's basically $1,000 a month, so every month early that it's terminated, we owe them
$1,000. I think that at this point in time, we'd work out to about $41,000. We're 18 months into the contract.
Mr. Costello: At the rate we're going, that's about two months of what we're losing. If we continue to move on and lose the money that we're losing, which personally, I don't feel it's fair to any of the residents. I think that we have to make a move. I will make a motion that we give a 90 days’ notice.
Ms. Carpenter: If you'd like to have a caveat of maybe them leaving sooner if they feel that it's appropriate, then maybe, delegate to Steve to negotiate with them. Sorry Steve, but it's got to be delegated by somebody.
Mr. Realmuto: I'll address that in one second. Mike, I agree with you. I just wanted to be clear for this fiscal year, whether we give notice and owe them the, say, $41,000, or they lose what their projected to lose, its roughly break-even. But by the end of this year, that is assuming the projections come true. It's not just a month or two, it's longer, but I just felt the need to correct that. I do think it might behoove us to not drag it on for 90 days. It might be beneficial to both Metz and us if we wrap things up cleanly through negotiation. I agree to look at the finances of this and present the Board with the facts. Now, I don't know if I'm the right person to do that.
Ms. Carpenter: I'm happy to do it. Just delegating authority to someone on the Board to make the decision, but we need to have a Board member of it. Can the Chairman make the decision if they will agree to a shorter time frame?
Mr. Realmuto: Yeah, that's fine.
Mr. Plummer: I will work with them as well.
Mr. Realmuto: Basically, Mike if you agree to the amendment to negotiate a shorter time-frame that's mutually agreeable?
Mr. Costello: Yes, I do.
Mr. Plummer: We have on the table is a motion by Mike to start the 90-day termination of the contract. There was a second by Steve with a caveat of anything that

is sooner than that that benefits both parties are acceptable. That decision will be made by the attorney and the Chair. Is there other discussion?
Ms. Landgrebe: Well, I do have operational questions. What happens to the current inventory that we own, the food, the alcohol, whatever?
Ms. Carpenter: That's part of the discussion on if they want to leave this in a sooner time period, that we have time to wrap up. The contract provides for a wrap-up period, so we make sure there's not a lot of food leftover, etc.
Mr. Plummer: Other discussion? If not, we'll call the question.

Ms. Carpenter: We'll get the letter out by tomorrow, if not tonight. Mr. Plummer: Okay. Thank you.
Mr. Howison: I would like to add again. Thank you, Mike. I know you've worked your ass off, but it's just not working.
Mr. Realmuto: I really want to second that. I mean, frankly, Metz has been all-in in these last few months with Mike's leadership. Frankly, their offer is very generous. What they were offering us, they're willing to put their money where their mouth is. In that regard, they have done what they can do, but your own numbers made it clear, black and white left us with no alternative to this decision. Thank you for all your efforts. I do recognize how hard you have worked to make this work.
Mr. Costello: I don't think that anybody on this Board is doing this personally. This is simply something that we cannot sustain the money that we're losing. This is not our money. This is the money of the people that are sitting in here.
Mr. Plummer: I'll echo that. Thank you, Mike. It's been a pleasure working with you through this whole process. Obviously, we're not done working through it, as far as the wrap-up part of that. But I appreciate what you've done and the efforts you've made. It's just come to the point where financially, we don't think it's a good decision. Thank you.

SIXTH ORDER OF BUSINESS	Old Business
A. Update on the Status of the Lake Ashton Joint Amenity Policy (requested by Supervisor Realmuto)
Mr. Plummer: Under old business, an update on the status of the joint amenity
policy.
Mr. Realmuto: I believe that all of the Supervisors and have this in the agenda
packet, and the audience have been provided with a copy of the joint amenities policy update that the committee you appointed has presented. I do want to say that this is the joint recommendation of the entire committee unanimously. We took all of the feedback we had, particularly from our amenity managers, and made the changes that we needed to address the growth in our community that the amenity managers need to manage our amenities on a day-to-day basis. The copy you were provided is what's called a red line copy. It should include every change that was made to the previously adopted policy by these Boards. There's still some work remaining to be done. First of all, it's not perfect, it's always a living document. I'm sure there are improvements that could continue to be made. There are some book keeping things that need to be made. For example, we realized that things need to be alphabetized. We purposely chose not to do that in the red line copy presented to you so that you could easily identify the changes. If we started changing the order of things that would make it harder to tell what actually changed. That's the reason they have not been alphabetized yet. But I think the assumption is that they would be at the point when they went to the attorney or came back from the attorney's review. With that, I'm not going to run through this page by page. You've had it made available. I wish it could have been made available a little bit earlier, but you've seen it a few times before. This is really your opportunity to ask any questions or provide feedback to the contacts of our Board. I suspect they may be doing some of this again at the joint Board meeting.
Mr. Plummer: Thank you, Steve for the report. Also are there any questions about the amenity policy that we need to discuss here or are we going to do it at the joint meeting?
Ms. Landgrebe: Well, I have some comments. I'm under the impression we as a Board we need to approve it before it goes to the joint or you suggest we will discuss it just at joint?

Mr. Plummer: It can be approved in the joint.
Mr. Realmuto: That's not to say we can't discuss it here.
Mr. Plummer: We can discuss it all we want to discuss it here, but as far as approving, it can be approved in the joint meeting. Do you have items that you would like to ask questions about?
Ms. Landgrebe: I do. Some of this is just clarification. On page 2 at the bottom, pathways and bridges. I believe we do have some pathways and bridges not within the golf course. I would recommend deleting within the golf course. You want me just run down my list or do you want me to wait?
Mr. Plummer: I think probably we need to discuss each item as you go through it, is the proper way to do that.
Mr. Realmuto: On that item, you can see that that hasn't been changed. That remains the same as it was.
Ms. Landgrebe: I'm suggesting a change.
Mr. Realmuto: I hear you. The issue perhaps with that is as you pointed out, there are golf cart pathways, walking paths, and bridges that are not on the golf course. In the past, this Board has basically deferred decisions about those operating procedures to the golf course. Some of these, again, are on the property that was not transferred as a result of the golf course transfer. I don't think we should give operating control of those to essentially another CDD. I don't know that that's necessarily a good change.
Ms. Landgrebe: I'm suggesting that this is a definition page. Pathways, bridges should be all.
Mr. Realmuto: I guess we'd have to look at how that term is used in each of them. I would have to go back through, and I would suggest we all go back and review the document. If you're going to change a definition, you got to look at how it's used. How what's being defined is used in the document. That's all. I guess, I'll leave it at that.
Mr. Plummer: In my memory, we don't have any bridges that are not on the golf course of the east side, correct?
Mr. Howison: We do back by the Marina. Mr. Plummer: I understand where.

Mr. Howison: South of the first green. I think there are two bridges, if I'm not mistaken, and then one heading into the Marina.
Mr. Plummer: That's correct. I had not thought about those bridges back there. But my second statement is going to be cart-paths. The cart-paths that you're referring to that are not necessarily on the golf cart connect the golf cart passes from one hole to another. They are essential to the operation of the golf course. I think that's something else that you need to think about is that you can't have different rules I don't think on the cart paths that are on the golf course or for that short segment that is getting folks from point A to point B. I think you need to be very careful about that as well.
Mr. Realmuto: There was no change in the policy that tries to make separate different policies for one versus another. I think this was just when it refers to the golf cart pathways, that's how it refers to the pathways. It's not trying to limit them. The more I think about it, it's basically all the pathways. When you do look at this, keep in mind this is the joint amenity policy. We need to look at what definitions and these things mean across both CDDs. It's not one versus the other. The whole point of it is to try to have common policies. I don't believe it's been an issue in the past.
Mr. Plummer: Next item?
Ms. Landgrebe: I'd like clarification on page 3 regarding residents. Are we identifying the resident just by who's residing in versus owner? There is something to think about on page 7 regarding suspensions. It seemed a lot of time and a lot of length. By the time you get to a third offense, this is blatant, and yet we're still saying just one week. I'm just thinking that area can be more quickly dealt with versus time.
Mr. Plummer: First of all, you have due process here. Number 2, the attorney's opinion on that?
Ms. Carpenter: This was set up to cover all kinds of offenses depending on the severity or not and to make sure everyone had the basic awareness. This is fairly standard that CDD's do because you don't want to take away privileges for something minor or give that discretion. Due to the very few offenses we have, it seems that it's appropriate
Ms. Landgrebe: Just trying to plan for the future.
Mr. Realmuto: If I could address that from the committee perspective, I suspect the other committee members would back me up in saying that we did here the concern that

the process was rather cumbersome and lengthy and was looking at ways of shortening it. Now no, we didn't delete one of the numbered items, but we made it. That's the reason in number 1 for the verbal warning may be issued. That's an optional part of the policy. In general, the philosophy in writing these policies was to give the amenity managers the discretion they need to address this at each situation appropriately within the bounds of this policy. This could be streamlined and shortened by basically choosing to skip the first offense and starting with the second step of the policy, was my understanding of it. So that would address that concern at least in part.
Ms. Landgrebe: Not really. I think a verbal warning initially is a good path.
Mr. Realmuto: Let's look at that in detail because we did talk about these in detail. So if someone assaulted someone here in the Boardroom, do you think we should start with a verbal warning?
Ms. Landgrebe: No, I think he goes straight to being suspended for more than 30
days.
Mr. Realmuto: Which we can do. I don't think it's the case that we always want to
start with the verbal warning. That was my point.
Mr. Plummer: Next item, Debby.
Ms. Landgrebe: Page 9, number 4. It talks about that if you're a guest or whatever, you can be asked to leave for various reasons. I know that there are times we don't want to be redundant and repeat, but that statement might be very beneficial to be in various segments. You might say, well, why would we do that? Because most people are not going to go through every page of this. They're going to go right to the area they're interested in. It is something to think about, guys. Then my hot item is on page 13 in regards to golf cart registration. Based on resident feedback, this I believe should be voluntary, not mandated, nor should people be removed from an amenity if they choose not to register.
Ms. Burns: I think when we went through that previously, it was decided that that was a golf course operations thing. I think this Board did not authorize that, but Lake Ashton II oversees the operations of the golf course. So in order to drive a golf cart on there, that was a decision that they made. That was something that's all under their amenity that they control.

Ms. Landgrebe: But that's not designated here, is it? That it is just for CDD II?
Ms. Burns: But if you would like to drive on the cart paths on the golf course, then you would have to comply with that operational policy.
Mr. Realmuto: Debby can you restate exactly which page and topic number you're referring to?
Ms. Landgrebe: Page 13, Number 2 last sentence, remove the golf cart from the amenity.
Mr. Realmuto: Jillian and I understand what you said, but with respect, the item she's talking about is the item that requires golf carts to be registered and basically saying that if a decal is not properly displayed essentially while it's parked, then it's okay. It could apply on the golf course, but it also has been interpreted to apply at golf carts parked in the parking lot.
Ms. Burns: If you wanted to exclude the clubhouse, for example, from that, you have the ability to do that. It would also have the ability to say to park at the HFC, they have to have that.
Ms. Landgrebe: I'm fine with that.
Mr. Costello: One of the major reasons that we moved ahead with golf cart registration was the fact that we would have golf carts that would be broken down. We had no way of identifying who owned them and it became somewhat of a challenge for us in order to locate the owner and have something done with it. We should have a permit for the carts for just general use period.
Mr. Plummer: It's not just on the golf course it's not just at the clubhouse. It's an abandoned cart anywhere that you don't know whether it's broken down, whether someone who has a memory issue has got out of their cart, and wandered away. It's a way to identify who that belongs to so that we can approach those folks about those emergency situations.
Ms. Landgrebe: It is not the registration. It is the removal from the amenity.
Mr. Costello: The problem is that quite honestly, number one, since we've had golf cart registration, I don't think anybody has suffered anything due to the fact that they registered their golf cart. But number two, we simply need to identify whose cart is whose, and it's simply easier. We can't require it for the streets because we don't handle traffic

as far as that goes. We're not in charge of that. But the thing is, we've had them break down. I don't think it's that much to ask that somebody simply registers the cart. This here seems to be an argument of do I really have to register my cart? Quite honestly, I feel that in order for us to be able to determine whose cart it is when it breaks down, we need to register the carts.
Ms. Landgrebe: I understand what you're saying. I'm not arguing that part, I'm suggesting that if the decal doesn't show that you will be asked to remove the cart from an amenity. Who's enforcing that? Should that be more voluntary? You may be asked, why is it being mandated that if I choose not to register that I can't use my pool that I paid for?
Mr. Realmuto: Wait a second now. This does not say that you cannot use your pool. It says that you will be asked to remove the golf cart from the amenity, not the resident.
Ms. Landgrebe: Who's going to remove it? A tow car?
Mr. Plummer: It says, “They will be asked.” It's a verbal ask. It's just like going through the other issues. It starts with a verbal response and it advances from there basically, but this says, “will be asked.” It doesn't say, “will be removed.”
Mr. Realmuto: I just have to speak up and say that one of my concerns when this first started was to be sure that the registrations were actually useful to us and we have the information available, and I have to say this infinite, the golf cart registrations are being shared on a regular basis with us. Our security has them. It is useful information that both CDDs are utilizing. That's the reason it's in the joint amenity policy.
Mr. Plummer: Next.
Ms. Landgrebe: Page 14 about room reservations is non-exclusive. That's a good statement, except that this comes in various spots and not every place it's listed, such as bocce is a room. I would suggest we just change room to amenity and then that covers your indoors and outdoors.
Mr. Howison: There was another section, I think, that addressed amenities. This section is clearly labeled clubhouse ballrooms.
Ms. Burns: It's specific to the clubhouse in that section. Ms. Landgrebe: But then it copied and pasted throughout.

Mr. Realmuto: Only on the amenities that it applies to. I think that's a good suggestion rather than refer to it as a room reservation. I believe we can do a global search and replace and change room reservation to amenity reservation. I'm sure the committee would entertain that change. It's a positive one. Our desire was to keep the wording the same so we don't have minor variations under each amenity, but that's a fantastic suggestion, I think.
Ms. Landgrebe: There's nothing else. You see I did my due diligence. Actually, the Fitness Center page 18, we talk about headsets. One of the things I've learned, especially being on the HOA, is that folks looked for loopholes or they create loopholes. We say, “utilize the headsets.” I would suggest, put utilize in there instead of it's just working, I know it sounds silly, guys.
Mr. Realmuto: Are you referring to the word equipped, “unless they are equipped?” Ms. Landgrebe: Yes, because I can have my headsets equipped.
Mr. Realmuto: You want to place equipped with utilized? Ms. Landgrebe: You know where I'm heading.
Mr. Realmuto: Yeah, I understand. Sounds reasonable.
Ms. Landgrebe: I'm bringing it up because my understanding is we need to direct the committee. In regards to equipment on page 20, I have a question regarding that it doesn't really talk about missing or damaged equipment and what should be done. I suggest maybe we put the statement in there saying, “Contact security or activities desk as soon as possible.” Otherwise, how did we find out? Then the question is, if someone does damage, we hope that they're going to tell us, but is there expectation then that they are to replace? I liked the arms out front. If a resident damages it, they have to pay for it.
Mr. Realmuto: I understand the concern. I guess my response would be I don't know that every contingency could be addressed in policies that this is just trying to set up the framework. We would hope that the amenity managers would do it on a case-by- case basis. I don't believe there is anywhere in the policy where it talks about lost or damaged equipment. Just in the interest of time, if you have something in mind, maybe put some words to it and send it to the amenity manager.
Ms. Landgrebe: The last thing guys is regarding to catch and release. Mr. Plummer: What's the page number?

Ms. Landgrebe: Page 20. Now we suggest or recommend, we encourage a catch and release. I would like to propose we just go back to this as a catch and release District.
Mr. Costello: To the attorney. Can we require catch and release? Ms. Burns: You can require it.
Mr. Costello: Personally, I wouldn't eat anything that came out of this water.
Ms. Burns: Most Districts that only have stormwater ponds have a mandatory catch and release policy because you don't want to keep that storm runoff in the ponds. I think you guys may be a little different because of Lake Ashton, this is a much larger one. It would be up to you but yes, we can require it.
Mr. Costello: The fertilizers, and everything, most of these bodies of water are on the golf course and stuff like that, and the runoff from fertilizer alone will probably kill you. Ms. Landgrebe: I understand that. There are people who are keeping them for whatever reason plus we're paying money for those carps to do their business, I don't
want them damaged.
Mr. Realmuto: I don't think the fishermen are a big fan of the carps. They don't want to keep them. I just want to be sure I understand from Jill and Jan, I think we can regulate what happens within the ponds, though not Lake Ashton itself. Is that correct?
Ms. Burns: Yes.
Mr. Realmuto: So if the District were to want to make this change and require a catch and release on the ponds, we could do that. We would probably have to reword it to split, Lake Ashton from the ponds.
Ms. Burns: We can just say stormwater ponds are all catch and release.
Ms. Landgrebe: So it does if you look it by day. I think it may already be covered.
Mr. Realmuto: What you're suggesting is changing encouraged to something more strongly worded?
Ms. Landgrebe: Yes.
Mr. Realmuto: Any other feedback? This is the center. At this point it is our Board decision and then it goes to the joint Boards.
Mr. Plummer: My opinion is it's fine. Anything else, Debby? Ms. Landgrebe: That's it.

Mr. Plummer: Okay. Anything else in regards to the joint amenity policy? I'm sure we'll get some additional questions and comments when we get to the joint meeting as well.
Ms. Landgrebe: So we are not taking action on this?
Mr. Plummer: It's a joint amenity policy. That action has to be taken in a joint meeting by the joint Boards.
Mr. Realmuto: That's certainly the way the Boards have handled it in the past, so I would suggest that any action be taken at the joint meeting. I don't know if that's necessarily required, but each Board would need to take action.
Mr. Plummer: The thing is you would like to be consistent with each of the items you're talking about when they can pertain to either of the Districts. Both Districts have ponds. So I think that if we want to put that language in, that's fine. But since it is a joint policy, we need to agree that that's what's going to happen.
Ms. Landgrebe: Okay, thanks.

SEVENTH ORDER OF BUSINESS	New Business
A. Items Relating to the Fiscal Year 2023 Budget Adoption
Fiscal Year 2023 Proposed Budget
Mr. Plummer: Next item, under new business labeled the fiscal 2023 budget adoption.
Ms. Burns: Just procedural before I think Steve jumps in just for the benefit of the audience or anybody who may not know. But what we're doing here is approving a preliminary budget today, at which point we will set a public hearing date that needs to be at least 60 days out because we need to send the budget to the city at least 60 days prior to the public hearing date that the Board selects. What we're looking at today is setting our cap amount that we would assess to each household. We can always bring that number down at the final budget adoption, it just cannot increase. So this is a living document that I think they changed between now and the time it's ultimately adopted. The main thing we're looking for here would be the per lot assessment that would need to be advertised in the event that there's an increase.
Mr. Realmuto: Thank you for that. Jill, did you want to address the typo that was in the budget?

Ms. Burns: Yes. The Board has a copy in front of them. It was just a hard-coded number, it did not change the figures there. It looked like the version that she sent, the reserve.
Mr. Realmuto: Jill, I think it changed the very first line item under revenues, the special assessment.
Ms. Burns: Yes, I'm sorry. It didn’t change any of the other line items, the capital reserve transfer line item. It was just the overall revenue and that lot count number.
Mr. Realmuto: Just so the audience knows what we're talking about, there was basically a typo that said the number of lots for some reason changed from last year to this year, but that was a typo, essentially, it did not change so the number of lots is the same. Therefore, unless we change the assessment, the assessment is the same and the amount of money coming into the District is the same. There were no changes contrary to the budget that was published in the agenda packet. With that said, the budget really didn't change that much from what was previously presented to us. There were a couple of individual items that changed that we agreed to change at the last meeting. Those are specifically, the security change, the second item under maintenance just below administrative, it was increased as we discussed at the last meeting. There were two additional items on page 2, lake maintenance and wetlands mitigation and maintenance again changed by small amounts again as we directed at the last meeting. There were no changes whatsoever to total administrative. The total maintenance change increased a little bit but I think what we need to look at is at the bottom there on the other sources that uses the capital reserve. There was a line item there, essentially that was there to cover the restaurant deficit. This budget contemplated the last known information we had for the restaurant. It would have to even gone up had we not taken the action we took previously at this meeting. This budget contemplated a transfer out of the general fund to restaurant operations of $106,431. I believe that now needs to be made zero, and that would essentially increase the carry forward.
Ms. Burns: We could use it as the carry forward and then increase the capital reserve transfer since we're not transferring it to the restaurant funds, it'd be additional capital reserve transfer is what I would suggest.

Mr. Realmuto: Right. This would allow right now with budget contemplated a capital reserve transfer of almost a $117,000, which quite frankly is very underfunded, for what it should be for the capital reserves. This increases the amount available to us to transfer to the capital reserve fund to $223,297 in total. I will note that that's actually less than the amount that we are budgeted to spend in the capital projects fund, which we'll look at on the next page. So I think it's good that we're doing that.
Ms. Landgrebe: Do we need to address though or put something aside for the next restaurant?
Mr. Realmuto: I don't think any of us know what's going to come next. Remember that amount addresses the restaurant operations, so that was the day-to-day operations of it. There have been no changes to what we had budgeted for equipment, maintenance and repair, that kind of thing. I would suggest, no. I don't know that anyone has any appetite for further subsidies of whatever comes next, but that would be for us to address then, I think.
Ms. Wells: Steve, I just wanted to point out really quick that with this budget here, they moved down the gas for the restaurant out. It's zero now for restaurant gas. If it stays that way, it's fine, but just so you know that amount.
Mr. Realmuto: I'm aware of that. I would suggest that once the gas is turned off, that expense should actually be zero unless something else comes in. At that point, I think that would probably have to be covered by whatever activity that's taking place there. If it's something worth doing and sponsoring well then, it's just part of a normal maintenance expenses, just like electricity in this room. If it's something else, we'll address it at that time. Just to be clear, so the Board's direction to our staff is basically to make those adjustments we've talked about in the capital reserve.
Ms. Burns: I think if we move that line item, we would have the reserve transfer of
$223,297 at the current assessment level. So if everybody is comfortable with that moving forward, we would not have to send mailed notice to residents regarding an increase. If there's any desire to increase, then we need to discuss that now.
Mr. Plummer: I think in the past that we have tried to work under the situation where we do not increase assessments except for every other year and taking into consideration what cost of living has done. In that regard, I think we raised it last year. I think the appetite

of this Board, if I read the Board correctly, is to leave it where it is this year and then appropriate an increase for the coming year?
Ms. Burns: 2024?
Mr. Plummer: Yes. 2024.
Ms. Landgrebe: I'm not sure that's a wise decision. There are a lot of unknowns and all of us have to extend some various levels of things. We already have subsidized the restaurant. We've got reserve funds or whatever the correct terminology is, lower than it should be. You might want to consider some type of an increase versus getting hit for bigger ones, everything's going up. There are a lot of unknowns.
Mr. Plummer: Correct me if I'm wrong, Jill, but we can actually propose an increase today and then in August is when we actually vote to either we can lower or we can raise it.
Ms. Burns: You could, but you would incur the cost of sending the notice, the copies that ads to do so. So there's a cost there, probably $2,000.
Mr. Realmuto: At least. I just want to point out, this Board made the decision. I think we were faced with this a year or two ago, and made the decision not to have yearly increases because of the overhead. So I see no reason not to stick to that. Our last increase was 5% or under $100. In light of inflation, I fully anticipate that the next increase that we would consider next year will need to be larger than that and certainly we need to budget for more money being put into the capital reserve fund but I think the time to do that would be next year rather than this year. Resident should brace themselves. Chances are you're not going to see only a 5% increase.
Ms. Landgrebe: Why would you do that all at once when you have the opportunity to bite into that a little bit now. That's all I'm saying, guys.
Mr. Realmuto: Is it really only $2,000 Jill, or?
Ms. Burns: If you're sending 977 notices. So you've got the cost of the postage plus the copies that are usually about three pages long. The ad is probably $700 so copies plus 7-750. It's $2,000-3,000.
Mr. Realmuto: So those are the directly attributable to costs. My other concern with setting an upper limit now, which is essentially what we'd be doing, is frankly that mental effect that it has on it. I've sat on this Board as we go through line by line on the budget

and we save $5,000 there literally 30 seconds later, someone says, Oh, that's $5,000 we can spend there, so it sets the wrong expectation. I believe that the Board should spend what it has and keep the belt tight because if we increase it, chances are it's going to be used and I don't see an urgent need to do that, so I would not be in favor of that.
Ms. Landgrebe: I'm going to remind everyone we have an aging community, it's 20 years old or 21 years old or whatever. There are maintenance things. There are unexpected things that come up. I would prefer not an increase too but if you're telling me last year it was 5% and next year could be 8-10%. It would be a small increase this year so that next year it's not 10%. We take small bites, I don't want the big pie. We'll go with what the Board decides. I'm just trying to get another perspective.
Mr. Costello: We have to remember the fact that we're going to be coming out a little bit ahead of the game without having to pay the amount of money we've been paying towards the restaurant. Yes, I would like to see another restaurant go in there, but I would like to see it go in there with a lot less expense to the residents of Lake Ashton. So for right now, I think that I agree with Steve, that we may be able to get by with what we have now.
Mr. Realmuto: If you want to do that, the way to do it is to make a motion to increase the assessment and the amount. If it gets a second, that's the way you would do that.
Ms. Landgrebe: Fine, then I propose that we make a small assessment.
Ms. Burns: I would propose that you're raising the assessment by each lot at $100 and then basically we can calculate the number as a category of transfer, so I would do the number.
Ms. Landgrebe: So I would propose we increase the assessments by $100 per lot. Mr. Plumber: Do I have a second? No second.

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)
Ms. Burns: Does anyone have any other changes? Otherwise, I think we can go with what we have in front of you with just the change that we noted about removing the restaurant enterprise fund and the transfer out and moving that amount to the capital reserve to transfer. Basically, typed wrong those changes throughout. Just to go through

the resolution as well, the public hearing date that is suggested in here is the regular August meeting, August 15th at 9:30 at this location. As long as that works for everybody's Summer plans, we need at least three of you all here in person, and we won't be sending mail notice, it will just be the published notice in the papers since we're not requesting an increase. There were two versions of that resolution because we weren't sure which way the Board would go with an increase or not, that's why there are two versions of the resolution in there. Where we reach the first one Resolution 2022-05, just setting the public hearing to adopt the budget, not the one setting the public hearing on imposing operations and maintenance assessments.

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), Declaring Special Assessments, and Setting the Public Hearings on the Fiscal Year 2022/2034 Budget and Imposition of Operations and Maintenance Assessments
The version of the resolution was not the option that was selected.

EIGHTH ORDER OF BUSINESS	Monthly Reports
Attorney
Mr. Plummer: Next on the agenda is the attorney's report.
Ms. Carpenter: Most of my report was covered working this month on the restaurant. We are waiting on the Tucker Paving resolution. We need the contract from Tucker Paving, the piggyback contract, and just basic emails and budget information as well. That's it from me.
Mr. Plumber: Questions for Jan? Thank you, Jan.

Engineer
Consideration of Estimate from S&S Contracting for Cart Path Repairs at Pond 8 Undermining
Mr. Plummer: Next item on the agenda, the engineer's report.
Mr. Rayl: I'll be brief. You have an outline of what has occurred in the last month. The issue that occurred at Berwick and Waterford has been repaired, the pavement was removed with which under the pavement in front of the inlet, there's a void behind the inlet as well, those voids have been filled. It's an issue we've seen occur with a bit of irregularity in the community where there are failures between the seal and the pipes in the inlet structures causing building material to pass through those areas where it isn't sealed very well and that creates a void on the surface, so those were filled with grout and repaved. Also since last month, the pond repairs have been needed to various control structures, greenhouse, the inside drain filtration systems. The certification of our pond was submitted to SWFWMD and was received in their offices, we received some paperwork back from them saying they accepted the certification and they'll let us know when the next one is due. I will copy the Board with that information. Next week the work is scheduled to take place on the bridges. The pressure washing of the ceiling and the board replacement. We do have one bid for some repair work that's come in since last month's meeting, it's for S&S Contracting. It is pond #8.
Mr. Howison: That's the 12th hole on East Course?
Mr. Rayl: At the in-bound entrance, the slope that eroded away was actually pretty close to the cart paths in a couple of places. This repair work quote is in your agenda. It was for flowable fill under the voids of the cart path, a replacement fill which would restore the slope sodding on the slope and there is some vegetation there. We've reviewed this bid and find it to be adequate.
Mr. Plumber: Question, if we approve that, can it be done at the same time that the course is closed? Operationally, for the golf course, that would be better if that can be done at the same time it's closed.
Mr. Rayl: That would be more convenient.
Mr. Howison: Do we want to address this now, the quote, or do we want to get through the report?

back.
Mr. Plumber: While we're right here, let's just do it now, so we don't have to come

Mr. Howison: I'll make a motion that we approve S&S estimate number e5455 for
a not to exceed $5,300 bucks.
Mr. Costello: I have a question. You're only leaving them like $64. Maybe you would want to amend it to make it $5,500 at least?
Mr. Howison: Okay, I'll amend it $5,500.
Mr. Plumber: Lloyd has amended his motion to not exceed amount $5,500.

Mr. Plumber: If you will convey it to them that the easiest time to do it would be the week that it's closed which I believe is next week.
Mr. Rayl: Yes sir, absolutely. Next item, we're still working on the mandatory reporting for the storm water needs analysis. The next item is regarding the oil spill and the new half of the container, it's out to contractors for bids right now, we've asked them to get back to us by next Monday. We asked the Board at next month's meeting to take action on their responsive bids. Similarly, we've gone out to four contractors which was discussed directly last month's meeting and a section of Ashton Club in consideration with the Berwick in paving project. There are areas of Ashton Club that are in the most need of repairs at this time. It starts here at the clubhouse. There's a depression right up in front of the fire hydrant that's the starting point. It goes East to Ashton Palms. There are some sections that one portion has been previously repaired. It would go down to one lane at that point. We've sent that out to contractors. That's all I have.
Ms. Landgrebe: Hey, Alan? Berwick Drive, are we talking all of Berwick because remember we had that discussion about the latter part of it? Did we include the whole Berwick Bend?
Mr. Rayl: I don't believe so. I don't believe we added that portion in. It does have reflective cracking, it does have some settlement around a couple of man holes but that's not out of character with just about every other street in the community. It did not have

the same problems that the southern section of Berwick did and so we're talking about the dollars that would be associated with that. My understanding was the Board felt that it would be better spent on Action Club.

Lake Ashton Community Director
Focus 2025 Review
Mr. Plummer: Next item on the agenda is the Community Director.
Ms. Wells: Slow me down if there's something you want to talk about. There's not much that I wanted to point out on the community director report until we get to the back part. I just wanted to make Supervisors aware that we did submit the final sworn statement of loss for the bowling alley. We will be receiving a check from the insurance company for
$26,635.88. We've also completed a couple of the projects that were approved in the last Board meeting in regards to the lifting up of the chairs in the cinema, as well as the project for outside the pool area, I believe it was approved in March. That's completed as well. The facility staff pressure washed sealed some cracks, and painted that area, and installed the plants. We've also installed the plants around the fountain at the main entrance. We have moved forward with permitting for the activity’s nets enclosure. The construction is tentatively scheduled to start May 25th and will go through June 9th. The activity's desk will be temporarily located in the foyer area for the first week. Sheila is going on vacation the following week, so the activity desk will work out at the club office for that week before construction. There was a picture included, we did go back to the contractor and ask them to do, instead of a door out to lobby, there's going to be two openings. One that's going to be ADA compliant. If you see in the drawing, it's number 1. It's the ADA compliant opening, and not sure if it's the left or right, just based on this picture, but the other one is going to be just a normal opening. There's not going to be any glass, it's just going be an opening with a shutter on the inside, so when it's closed nobody can get in, and there'll be a door coming from the ballroom into where Caroline's office would be.
Mr. Realmuto: Christine, can I just stop you there for a second? Ms. Wells: Yes, sir.

Mr. Realmuto: Did you say that there'd be no glass, that means that it's effectively open? It's that going to be an issue either security wise with what's kept in the office or wind-wise, I guess it's that front door is open and close, the blinds are down.
Ms. Wells: Well, the shutters are going to be open the entire time the activity desk is open. From 9:00-5:00, those shutters will be open, and it would just be an opening for residents. We didn't want anything that felt like a bank teller or doctor's office, more personable, it's where we can talk to them one-on-one. Then the shutter will be closed and locked from the inside during non-operational hours. Currently, right now, there's nothing there. Anything that we do need to keep secure, we already secure in a locked area already, so the same thing would happen in there.
Mr. Realmuto: I thought you had said blinds, so I thought it is going to be a hard shutter.
Ms. Wells: Yes.
Mr. Costello: The only other thing is we just went through the pandemic where we had to go out and get the things and all that. Are we better off maybe rethinking this, putting glass in there, due to the fact that we don't know what's 2, 3, or 4 years down the road? Hopefully, things of the pandemic are history, but we never know.
Ms. Wells: I guess our first thought was, as you see recently, we took down the sneeze guard, we have stored those away. So I guess the thought process for us was, we can have something temporarily that we can install like we did with the recent pandemic. That way, it's not something permanent like a piece of glass. We still have the sneeze guard so if we can install it if we need to do.
Mr. Costello: I'm just thinking of the safety of the people who are working behind the desk. I mean like I said, this pandemic opened everybody's eyes as to what can happen without the proper protection and all that. I just would like to see the ultimate protection for both residents and the workers.
Mr. Plummer: If we find that we need to install the glass, we can probably always do that.
Mr. Realmuto: Christine, just one question, and I suspect you may get it as questions from residents after the meeting. In your community director's report, you referenced several events going on, and in line with the decision we made regarding the

restaurant, you may get questions from residents. Are those events still on? I know you have contingency plans. Do you want to address that and assure residents that at this time our expectation is those events will go on as planned?
Ms. Wells: We've been through this a few times. So I always have backup plans. I've already actually started that backup plan just to have one, not knowing how long the notice will be. So we'll definitely have a backup plan for all of the events. Moving on to the project tracking list, there was a slight correction on the first two projects I had the Board of Supervisor approval as 4-18-2021, obviously, that should be 2022. I do want to touch on the replacement of pool lift just after the last meeting that we had the pad was installed. We wanted to give the full curing time of 28 days. The 28th day will be this Wednesday, the pool lift will be installed this Wednesday and opened once we can do a test on that. The restaurant redesign project. I gave everyone a list of the changes that were approved back in October 2021. Since then, the original project that was approved included fabric on the soundboards and I know that there was some contention from Board members as well as residents that didn't really care for the fabric. So we went in different direction. First of all, I want to thank Annie if she's here, she's putting a lot of time and effort into this project, as well as Debby Cosby, there have been lots of hours into this project. Listed at the top of the spreadsheet that I gave you is the entire project. At the bottom is what we've already done. We've already painted, we've ordered the sidelights and chandeliers for the bar, and we've ordered two panels to test out the photo fabric for the acoustic panels. We don't see any issues with it, but we wanted to order two just to see how it'll go before we move forward. We've also ordered the solid fabric for the acoustic panels. So instead of it being the different fabrics you saw in the original presentation, there's some solid fabric as well as some photo fabric. It's going to be used to recover the acoustic panels. That photo fabric was just a little bit more expensive than the original fabric that we were using. The total project we'll be painting sidelights, photo fabric, solid fabric. Annie also solicited donations from the community to pay for the curtains. She collected
$1,300, though the total needed to complete the project will be $981.86 if the Board chooses to accept the donation of the curtains or the fabric of the curtains. The additional money that's needed is $981.86 and that's a total of $781.86 for the additional costs of

the photo fabric panels, as well as $200 for the curtain rods. Then I also included a picture of the curtain since it was different than the original project that was shown to the Board.
Ms. Landgrebe: The curtain rods will broaden across the whole section as in this picture.
Ms. Wells: It's my understanding the current curtain rods are just in the section where the curtains are, so they don't run across like the picture. The photo is just so you know the design of it. I have samples up here as well if you would like to see samples of the current fabric.
Mr. Howison: Is this still scheduled to complete end of May?
Ms. Wells: I still have it scheduled as end of May. My thought process on that is by that time we should have the two panels for the photo fabric and be able to recover those. Once we determine that those are going to work on the sound panels, there should be nothing stopping us from ordering the additional photo panels. Now, I know that the curtains are going to need some selling, but the sound panels are crucial to get up as soon as possible. If we have to do that portion of it, installing the sound panels, installing the lights, those are the only things we are waiting on right now, then we can install the curtains after that's done.
Mr. Howison: What's a realistic timeframe? I'm just curious. It doesn't matter.
Ms. Wells: The end of May seems realistic to me. I can go middle of June, but end of May seems good. Do you have a realistic time period since you're doing most of the volunteer work? Again, she's saying beginning of June, before Father’s Day.
Ms. Landgrebe: But you said that the acoustics could be up before that, those panels?
Ms. Wells: Once we get all the acoustic panels covered, my goal is to get those input. That was the plan all along, and then Annie was able to solicit donations for the curtains. So the Board also needs to accept the donation of the curtains as well.
Mr. Howison: I've got a question, I think for you Jan. I think when we declared some things surplus, we kicked around trying to sell them or something and you raised concerns about that. We now have a situation where we have funds donated by people. Is there any problem accepting that?
Ms. Carpenter: No, we can accept that.

Mr. Costello: We've done that in the past where the people from Bingo have donated different things. So it's acceptable.
Mr. Plummer: Let's go back to the design project we're talking about because it is a $981.86 overage of what we approved before.
Ms. Wells: This is why I brought it to the Board. There was $10,000 approved for the capital project for this, and the Board originally approved a not to exceed $8,000 that's why we're counting down because we're going, once we complete it or if we completed it, it's a deal then.
Mr. Realmuto: I think what Christine is trying to say is we budgeted $10,000, but we approved roughly $8,000. First of all, I want to thank Ann for sticking with this project, and all the volunteer work that you've done with it, and taking the initiative to go out there and raise the funds for the curtains. The curtains are what's being donated I believe not cash, just to be clear on that. We didn't take any cash from residents. Thank you to Ann and to the others that are working on this with you. I know I've seen you many hours in the craft room. I'd like to go ahead and make a motion that we approve an additional amount, it's almost $1,000, so an amount not to exceed $1,000 to complete the project as outlined in front of us.
Ms. Landgrebe: I do have a quick question on curtains. Since they're white, how much maintenance is going to be needed? Are these dry clean only?
Ms. Burns: It is like with baby clothes where everyone says white is bad, but it's the only thing you can actually bleach.
Mr. Realmuto: In light of your question, Debby, I'm just wondering if there's any stain protection built-in that we could add to them. Ann, could you address that maybe?
Mr. Plummer: We have a motion on the Board for not to exceed $1,000 and we have a second.

Ms. Wells: The only other thing I wanted to mention is under the completed project list, there is a final cost highlighted for the horseshoe pit refurbishment. We came in just under budget, $746 for that project.
Mr. Plummer: That's great news and thanks to Ken Kedding for being the person on that and making sure that was done completely. Actually quite frankly, it looks pretty nice.
Ms. Wells: It looks great. We did do a thank you in L.A Times for both projects. For Annie helping with curtains in the redesign, and for Ken.
Mr. Plummer: Thank you.
Mr. Costello: Do you have anything on the dog park?
Ms. Wells: Matt's going to bring up dog park options. I do have some thank you, Debby. Since the last or since actually, it was just a couple of days ago, a resident came to us. The fence that goes along Olson Road, the chain fence is falling over in a couple of different areas. Just so Supervisors are aware, that may be something that's going to come up in the next meeting, I'm going to go to fence contractor and have them evaluate it and see what repairs we can do, or if there's any replacement.
Mr. Realmuto: Is there an incident that caused this? I know on the west side a couple of years ago they had an incident with someone crashing into it, and climbing over it.
Ms. Wells: A homeowner has said is that there have been people climbing over it. We may want to look into options that would prevent that from happening. I'll talk to the fence contractor about options.
Ms. Landgrebe: Are we going to discussed this next month in detail?
Ms. Wells: I want to have a fence contractor come out and evaluate what we have going on over there and see if we can repair anything. Obviously, we want to see if we can repair versus replace. We may want to add something additional to the top to prevent people from climbing.
Ms. Landgrebe: I would suggest that to be raised high.
Ms. Wells: The homeowner has actually put a no trespassing sign. He's called the cops on people.

Mr. Realmuto: Do we need to formally accept the donation of the curtains? I don't think we actually did that, we just approved the amount.
Ms. Landgrebe: When you have your contractor here, they will have a look at the
fence.

Ms. Wells: Yes.
Mr. Plummer: Thank you, Christine, for the update.

Operations Manager
Mr. Plummer: We want to take a break here before 11:30 a.m. comes, but I'd like to get through as much of the meeting as we can. Let's go ahead with the Operations Manager.
Mr. Fisher: Included in the agenda pack is operations manager's report. Under Aquatic Maintenance, I had a couple updates that differ from what was in my report. First is the update on the carp installation. I personally called the FDC myself and spoke with one of their representatives for carp install and permitting, and she laughed and said, "Well, we just sent the permit to Applied Aquatics.” I was happy to hear that. I reached out to Applied Aquatics and they sent us the agreement to be signed, which was for
$1,200, this was for 40 fish. I asked when we'd be able to get that installed, and he said it'd be three or four weeks. That was the update on the carp.
Ms. Landgrebe: That's the same price?
Mr. Fisher: Yes, ma'am. It is in the project tracking list. Yes. Nothing changed. To go further down the eyesore area update, also I do have a different update than what is on the report, unfortunately. Applied Aquatics did meet with staff, it was a lengthy meeting. What came of that meeting was Applied Aquatics agreed to treat this area with herbicides over the next few months. This will help knock down the biomass that grew, which is normal this time of year, those invasives grow in a matter of two weeks, so the stumps are not visible at this time. To have their sister company Ecotech come in is not an option right now until we get the invasives and grasses knocked back. This will be done at no charge to District. They'll have their crew out treating that area every time they're on site. Once it gets down to a state where we can see it stops, Ecotech will come in and handle those stumps with a chainsaw, and get as low as possible. Once that's done, staff, Applied

Aquatics and Yellowstone will go out and see what would be the next measure. That's where we're at with that. It's not being overlooked or put on the back burner. We're working on how we are taking care of that. Moving along, under landscaping, I had a couple of pictures. These pictures are just references to landscaping quotes. Bob, do you want to go through that now or you want me to finish my report and come back to that?
Mr. Plummer: Finish your report, we will go back to that.
Mr. Fisher: Yes, sir. Moving down, facility maintenance and field services update. Jared informed me that he did complete all of the crosswalk locations. That being on Dunmore and Mulligan Lane. One by the tennis court and one on Murray Drive. All those District crosswalk areas are painted. Staff will continue to locate stop bars that are in need of painting. We're a text away if you see one, but just let me know or Jared and we can get that taken care of. Staff completed painting the front of the stage and stairs. We did have an issue with the pool heater, the gas heater. A couple of weeks ago, they were able to make it out on a timely fashion to replace the thermostat, and while they were onsite, they installed something to prevent downdrafts of wind that would cause the flame to go out. Also staff pressure washed the Gatehouse. We installed three handicap rails at the women's hallway restroom. Staff installed new handrail grips on the pool, and replaced the bad ballast in the restroom. The forecast is we'll have a couple of projects we're looking to get done before next meeting. Its pressure washing the paver walkway on the north side of this ballroom. We will pressure wash the pavilion and screens and the concrete pad. We'll start cleaning the exterior of the clubhouse starting with the front, and continue onto the back if we have time. Any questions?

Consideration of Options for Replacement of the Oak Trees in the West Parking Lot
Mr. Fisher: We do have some bids that we spoke about last meeting, or projects we spoke about last meeting that we're getting bids on. There are some exposed tree roots in the West parking lot in that median. They can picture that you can see the pavers that they're pushing up, causing potential trip hazards. We did receive three quotes of differing ways to take care of those issues. We have the oaks in front of them. I can quickly go over it. One was to remove the live oaks in the center island, grind the roots down to allow for planting, remove all debris, and install four bottle brush trees that are 30 gallon,

and install 125 3-gallon Dwarf Ixoras. Yellowstone will be willing to utilize pond mowing cycles in exchange for labor cost. That was one price. The next one I'm looking at is to remove the four live oaks, grind the roots down, and remove the debris. The last one was to remove four live oaks, grind the roots down, remove the debris, and install the four bottle brush trees, and install recycled concrete fines on the island, and utilize the mowing cycle for the labor cost. I'll hand it to Mike or Dana if there are any questions from the Board.
Mr. Plummer: Questions for Dana?
Ms. Landgrebe: Dana, I have a question on the cement fines. My understanding is that hardens as it's wet, so it doesn't work. What is it? Like chips the cement?
Mr. Bryant: It's recycled concrete. Absolutely.
Ms. Landgrebe: It just sits there, like the rocks sit there now?
Mr. Bryant: They're like three meter deep. They're fine. We've utilized them on golf courses for years. They allow moisture to go through. They drain. They don't float. Great stuff.
Ms. Landgrebe: So people can walk on them.
Mr. Bryant: Absolutely. I have them in my own house. I use them as the walkways in my own house.
Ms. Landgrebe: But would the pavers come up then? Mr. Bryant: No. They would stay right where they are.
Mr. Realmuto: My question for you is, will grinding it down reduce the level enough so that whatever we put in there is contained behind the curve? I swear, we have similar questions before the stone was put in. I understand it couldn't be brought down because of the roots.
Mr. Bryant: Right.
Mr. Realmuto: But will this definitely solve that problem for us of not having whatever material is in there, spillover?
Mr. Bryant: Yeah. We're going to grind the whole island, not just remove the tree in the immediate stuff. We are going to grind the entire island.
Mr. Realmuto: When you finish grinding, the level of the soil there will be a couple of inches below the top of the curve?

Mr. Bryant: That is my intention.
Mr. Realmuto: My only other comment is that there's a comment on one of these, although I think it applies to both, utilize a pond mowing cycle in exchange for labor. I mean, in the winter, that might be okay. I'm not sure if during peak growing season in the summer, that's a good trade-off.
Mr. Bryant: Actually, we can get away with it this month. May would typically be a drought, there is no growth. But yes, once we get into June and July it is different.
Mr. Realmuto: You're going be able to do it that quickly the next two weeks? Mr. Bryant: Yes.
Mr. Howison: So the difference for $600 bucks, you throw in $125?
Mr. Bryant: I don't have a formal one, but if you wanted to do combination of the Ixora and the recycled concrete, we can take out 1/3 of the Ixora and put recycled concrete in.
Ms. Landgrebe: See, I don't understand why we would do this. Because if you sit out there and watch people, they're going to cut through the hedges. Why would we put that in? I'm waiting for them to bloom up there at the front or whatever is up there. But anyway.
Mr. Plummer: In the essence of time, where are we headed here?
Mr. Realmuto: I'm just wondering how urgent this project is, whether or not we should table it. Again, is there any pressing need? We've had the rock there for almost a year now. I don't know. As we get closer to the end of the budget year, we don't know where this restaurant is going to leave us, quite frankly. We're not done yet in terms of expenses, what we have left to spend. When I see optional things, I just wonder if they can wait.
Mr. Plummer: Dana, how long were the quotes good for? Mr. Bryant: 30 days.
Ms. Landgrebe: Table it to next month? Mr. Plummer: We could do that.

Consideration of Options for Turf Improvements at the Clubhouse Pet Play Park
Mr. Fisher: We had just some turf pictures of the pet play park. There are two options presented and that was spray out all existing turf and weeds in the existing dog park and install Bermuda sod, which is approximately 12,000 square feet of sod. Or there's an option to overseed the dog park, with Common Bermuda grass seed. So that would be about 1,000 square feet of seed. The process of doing this would be to close down half of the dog park, the seed be allowed to root for about 3-4 weeks, or about a month, preferably. Then open the other half of it, and vice versa, close the other half. Questions?
Mr. Costello: Dana, when we spoke about it, I know, we looked at it several weeks ago. Your suggestion was that we just overseed it, correct? Divide it in half, take part of it, open that part up, do the other half. Your feeling was we're going to get a stronger grass. Right now, that place does not look good at all. I mean, we've tried to keep up with it but we would like it to have something.
Mr. Bryant: The question is whether or not, are you talking about $500 to overseed or $8,000 to sod? We can overseed it several times. Maybe even have an overseeding program where we can dust it a monthly basis for a couple of months.
Mr. Costello: Yeah, with the difference in price, there is just no two ways about it, and not only that, the fact that we did agree that this was going to be the proper way to do it, I'll make a motion that we approve the $476.

District Manager’s Report
Presentation of Number of Registered Voters – 1,448
Ms. Burns: We are required to determine the number of registered voters within the District as of April 15th this year, that number is 1,448. I have nothing else to report.

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: Next is the financials. Are there any questions? Mr. Realmuto: I move we approve the check run summary.
Mr. Howison: The monitoring for the bowling alley at $1,250 a month. Is there any way around that? We can talk about it next month, but I would just like to bring it up.
Mr. Costello: We've spoken about it before. Mr. Howison: I know it.
Mr. Realmuto: That caught my eye too and I've spoken to Christine about it. What I particularly don't like is it's going up every month. So we're keeping our eye on that and I asked them to do what they can to keep it down or come back to us before it continues to increase.

TENTH ORDER OF BUSINESS	Public Comments
Mr. Plummer: Next item is public comments.
Ms. Burns: We'll just note for the record because it is 11:30 a.m. that we did speak to Lake Ashton II and they are going to start the joint meeting as soon as we're done here, just for the record.
Unidentified Resident: I'm going to just throw a thought out. I know it might have a lot of obstacles to it, but just something to think about. If there's any way to keep the bar open after Metz leaves because of the pool and summer, and the holidays. Just something to think about.
Mr. Plummer: Thanks.
Unidentified Resident: This is for Alan. I did want to ask if anybody had considered the sunshine that shines on the cars parked in the parking lot that you're planning to remove the trees from. Have you done that? Do we know that we have a sun shining in

Florida and it is very, very hot? I'd like for you to consider that so that when you put something there, it actually shades the cars, thank you.
Mr. Plummer: Thank you.
Sharon Carl: I have a couple of things regarding the amenity policy that I just want to voice my concerns about. First of all, on page 2 and I'm looking at your draft, and there is a sentence that says, “A patron ability to register may be viewed by an amenity manager if exceeding 12 guests’ registrations annually.” I'd like to know what the purpose of that is. On page 3 under the definition for staff, “shall mean any employee, contractor, or volunteer that works under the amenity manager.” The reason why I say that is because, on page 7, there is reference to the staff, verbal warning by the staff of such violations. That means that the staff is a volunteer. So a volunteer can come and give a violation. Fourth, also on page item 3, health and safety welfare. It talked about such action is necessary to protect the health, safety, and welfare of District Supervisors, blah, blah, blah. Does that also include the operation of golf carts that are running up and down the streets, going through stop signs? I really need to know whether or not that is included. Signage on page 12, all political issue and commercial purpose signs outside the amenity facility buildings are prohibited. Does that mean they're prohibited on our private property or is it just outside here? It's just outside the clubhouse.
Ms. Landgrebe: For CDD purposes. HOA does have signage.
Sharon Carl: Okay, that's what I was going to ask because I know that there was some discussion regarding political signage.
Ms. Landgrebe: HOA passed those.
Sharon Carl: Okay. Finally, page 23, it's regarding the pet park. Aggressive or unruly pets must be leashed, blah, blah, blah. Who determines aggressive behavior? Also, if there is a dog that has aggressive behavior, who is that reported to, to start this whole process of violations?
Mr. Realmuto: The short answer would be the amenity management for the dog park. So here in Lake Wales that would be Christine.
Sharon Carl: But who reports that?
Mr. Plummer: Whoever witnesses the issue.

Sharon Carl: There have been numerous people that are intimidated by the process and I personally have reported issues, and that has caused dissension. That's all I want to say. So it needs to be clarified what that process is. That's it.
Mr. Plummer: Excuse me, but I want to address one of your questions about golf carts on the streets. That's a law enforcement issue and not a CDD issue and not an amenities policy issue. Anything else?

ELEVENTH ORDER OF BUSINESS	Supervisor Requests / Supervisor
Open Discussion
Mr. Plummer: Supervisor comments?
Mr. Realmuto: Just very briefly again, in light of our decision on the restaurant, I'm a little concerned that we heard they were planning to do some advertising. I'd like to ask that Bob since you are our Chair, and you are going to be supervising and negotiating that process, let's try to clamp down on expenses like that that are clearly unnecessary. I probably didn't need to say that, but I just want to encourage you to do that.
Mr. Plummer: We will work on it. Any other comments?
Ms. Landgrebe: Yeah. Can we just make a note that the Board did receive a response to the letter that was sent to the county commissioners and the concerned committee?
Ms. Burns: We did. If anybody wants to read it, they can send me an email. I'm happy to provide it to anybody who would like it.
Mr. Costello: The only other thing is, like Steve said, in light of the decision that we made with the restaurant, I personally would like to see a restaurant remaining there one way or another. I'd like to say that we better start thinking for next month what we're going to do. We have to remember one thing that as long as we don't accept any money on the restaurant, we don't pay any taxes on the restaurant.
Ms. Burns: No. Previously, if there was a lease.
Mr. Costello: Yeah, I realize that but if we don't accept any money as far as rent or anything else on that, there's no taxation on it.
Ms. Burns: No.
Mr. Costello: So that was one of the things. We were accepting that $1,000 a month and we were paying $13,000 a year. So at that point, we are at $1,000 loss automatically

every year. So all I can say is I would like to see everybody put their heads together and well, we're not allowed to do that, but I would like to see everybody come up with something for next month in order to facilitate a restaurant in there.
Mr. Plummer: Thank you, Mike. I think Jan needs to address Mike's comment.
Ms. Carpenter: Yeah. I'll come up with a summary for next month of what can and can't be done. Private use versus public use.
Mr. Plummer: Okay. Thank you, Jan.

TWELFTH ORDER OF BUSINESS	Adjournment

Secretary / Assistant Secretary	Chairman / Vice Chairman

SECTION V

SECTION B

Week 1
4/24-4/30	Week 2
5/1-5/7	Week 3
5/8-5/14	Week 4
5/15-5/21	PERIOD	BUDGET		VARIANCE
B/(W)	PERIOD
PRIOR YE	
AR	VARIANCE
B/(W)										
SALES																				
RETAIL	$7,759	88.6%	$8,997	98.1%	$10,972	61.4%	$5,087	87.1%	$32,815	78.8%	$0	0.0%	$32,815	0.0%	$62,021	91.4%	($29,206)	(47.1%)		
CATERING	$1,002	11.4%	$171	1.9%	$6,902	38.6%	$757	13.0%	$8,832	21.2%	$0	0.0%	$8,832	0.0%	$5,845	8.6%	$2,987	51.1%		
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	$8,761 100.0%	$9,168 100.0%	$17,874 100.0%	$5,844 100.0%	$41,647	100.0%	$0	0.0%	$41,647	0.0%	$67,866	100.0%	($26,218)	(38.6%)						
COST OF SALES																				
Dry Grocery	$273	0.0%	$140	0.0%	$720	0.0%	$201	0.0%	$1,335	0.0%	$0	0.0%	($1,335)	0.0%	$2,616	0.0%	$1,282	49.0%		
Bakery	$107	0.0%	$0	0.0%	$61	0.0%	$76	0.0%	$245	0.0%	$0	0.0%	($245)	0.0%	$0	0.0%	($245)	0.0%		
Dairy	$248	0.0%	$314	0.0%	$136	0.0%	$187	0.0%	$885	0.0%	$0	0.0%	($885)	0.0%	$1,731	0.0%	$846	48.9%		
Produce	$383	0.0%	$625	0.0%	$838	0.0%	$154	0.0%	$2,000	0.0%	$0	0.0%	($2,000)	0.0%	$3,607	0.0%	$1,607	44.6%		
Grocery	($1,449)	0.0%	$1,093	0.0%	$798	0.0%	$588	0.0%	$1,031	0.0%	$0	0.0%	($1,031)	0.0%	$4,139	0.0%	$3,108	75.1%		
Protein	$833	0.0%	$1,824	0.0%	$1,234	0.0%	$317	0.0%	$4,207	0.0%	$0	0.0%	($4,207)	0.0%	$10,707	0.0%	$6,500	60.7%		
Beverages	$688	0.0%	$252	0.0%	($29)	0.0%	$573	0.0%	$1,485	0.0%	$0	0.0%	($1,485)	0.0%	$1,742	0.0%	$257	14.8%		
Misc. Cost	($897)	0.0%	$785	0.0%	$1,121	0.0%	$1,616	0.0%	$2,625	0.0%	$0	0.0%	($2,625)	0.0%	$4,289	0.0%	$1,664	38.8%		
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	$187	2.1%	$5,032	54.9%	$4,881	27.3%	$3,712	63.5%	$13,811	33.2%	$0	0.0%	($13,811)	0.0%	$28,830	42.5%	$15,019	52.1%		
GROSS PROFIT	$8,574	97.9%	$4,136	45.1%	$12,993	72.7%	$2,132	36.5%	$27,836	66.8%	$0	0.0%	$27,836	0.0%	$39,036	57.5%	($11,200)	(28.7%)		
PAYROLL																				
LABOR																				
MANAGEMENT	$1,106	12.6%	$1,106	12.1%	$1,106	6.2%	$1,106	18.9%	$4,423	10.6%	$0	0.0%	($4,423)	0.0%	$10,385	15.3%	$5,962	57.4%		
HOURLY	$4,415	50.4%	$4,872	53.1%	$4,133	23.1%	$4,422	75.7%	$17,841	42.8%	$0	0.0%	($17,841)	0.0%	$20,911	30.8%	$3,070	14.7%		
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	$0	0.0%	$189	2.1%	$224	1.3%	$179	3.1%	$592	1.4%	$0	0.0%	($592)	0.0%	$1,621	2.4%	$1,029	63.5%		
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	0.6%	$53	0.6%	$53	0.3%	$53	0.9%	$212	0.5%	$0	0.0%	($212)	0.0%	$269	0.4%	$58	21.4%		
TOTAL LABOR	$5,574	63.6%	$6,219	67.8%	$5,515	30.9%	$5,759	98.6%	$23,068	55.4%	$0	0.0%	($23,068)	0.0%	$33,186	48.9%	$10,118	30.5%		
	TAX & FRINGE																			
	TAX & FRINGE	$1,584	18.1%	$1,765	19.3%	$1,567	8.8%	$1,636	28.0%	$6,552	15.7%	$0	0.0%	($6,552)	0.0%	$9,505	14.0%	$2,953	31.1%	
	TOTAL TAX & FRINGE	$1,584	18.1%	$1,765	19.3%	$1,567	8.8%	$1,636	28.0%	$6,552	15.7%	$0	0.0%	($6,552)	0.0%	$9,505	14.0%	$2,953	31.1%	
TOTAL PAYROLL	$7,157	81.7%	$7,984	87.1%	$7,083	39.6%	$7,395 126.5%	$29,619	71.1%	$0	0.0%	($29,619)	0.0%	$42,691	62.9%	$13,072	30.6%			
AFTER PRIME COSTS	$1,417	16.2%	($3,848)	(42.0%	$5,911	33.1%	($5,263)	(90.1%	($1,783)	(4.3%)	$0	0.0%	($1,783)	0.0%	($3,656)	(5.4%)	$1,872	(51.2%)		

Week 1	Week 2	Week 3	Week 4	PERIOD
4/24-4/30	5/1-5/7	5/8-5/14	5/15-5/21	BUDGET		VARIANCE
B/(W)	PERIOD
PRIOR YE	
AR	VARIANCE
B/(W)													
CONT. EXPENSES																			
TELEPHONE/UTILITIES	$0	0.0%	$90	1.0%	$0	0.0%	$0	0.0%	$90	0.2%	$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	$133	1.5%	$0	0.0%	$164	0.9%	$192	3.3%	$489	1.2%	$0	0.0%	($489)	0.0%	$1,105	1.6%	$616	55.7%	
OFFICE SUPPLIES	$75	0.9%	$0	0.0%	$86	0.5%	$0	0.0%	$161	0.4%	$0	0.0%	($161)	0.0%	$183	0.3%	$23	12.4%	
UNIFORMS	$0	0.0%	$0	0.0%	$0	0.0%	$0	0.0%	$0	0.0%	$0	0.0%	$0	0.0%	$806	1.2%	$806	100.0%	
EQUIPMENT/SUPPLIES	$182	2.1%	$18	0.2%	$82	0.5%	$43	0.7%	$327	0.8%	$0	0.0%	($327)	0.0%	$509	0.8%	$183	35.9%	
JANITORIAL/HAZARDOU	$99	1.1%	$97	1.1%	$82	0.5%	$142	2.4%	$419	1.0%	$0	0.0%	($419)	0.0%	$379	0.6%	($40)	(10.7%)	
DISPOSABLES	$160	1.8%	$147	1.6%	$200	1.1%	$128	2.2%	$635	1.5%	$0	0.0%	($635)	0.0%	$1,977	2.9%	$1,342	67.9%	
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	$27	0.3%	$0	0.0%	$0	0.0%	$595	10.2%	$621	1.5%	$0	0.0%	($621)	0.0%	$1,082	1.6%	$461	42.6%	
CONTRIBUTIONS	$0	0.0%	$0	0.0%	$0	0.0%	$0	0.0%	$0	0.0%	$0	0.0%	$0	0.0%	$0	0.0%	$0	0.0%	
TRAVEL AND LODGING	$1,400	16.0%	$0	0.0%	$500	2.8%	($800)	(13.7%	$1,100	2.6%	$0	0.0%	($1,100)	0.0%	($1,041)	(1.5%)	($2,141)	205.7%	
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%	$0	0.0%	$0	0.0%	$37	0.6%	$37	0.1%	$0	0.0%	($37)	0.0%	$0	0.0%	($37)	0.0%	
MISC EXPENSE	$0	0.0%	$300	3.3%	$200	1.1%	($500)	(8.6%)	$0	0.0%	$0	0.0%	$0	0.0%	$284	0.4%	$284	100.0%	
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%	$0	0.0%	$0	0.0%	$0	0.0%	$0	0.0%	$0	0.0%	$655	1.0%	$655	100.0%	
CREDIT CARD	$345	3.9%	$389	4.2%	$488	2.7%	$219	3.8%	$1,441	3.5%	$0	0.0%	($1,441)	0.0%	$1,971	2.9%	$530	26.9%	
OVER / SHORT	($1)	0.0%	$0	0.0%	$0	0.0%	$0	0.0%	($1)	0.0%	$0	0.0%	$1	0.0%	$3	0.0%	$4	126.6%	
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%	$0	0.0%	$39	0.7%	$39	0.1%	$0	0.0%	($39)	0.0%	$1,081	1.6%	$1,043	96.4%	
TOTAL CONT.	$2,421	27.6%	$1,041	11.4%	$1,802	10.1%	$93	1.6%	$5,358	12.9%	$0	0.0%	($5,358)	0.0%	$8,996	13.3%	$3,638	40.4%	
EXPENSES																			
PACE	($1,004)	(11.5%	($4,888)	(53.3%	$4,108	23.0%	($5,356)	(91.7%	($7,141)	(17.2%)	$0	0.0%	($7,141)	0.0%	($12,652)	(18.6%)	$5,511	(43.6%)	
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	0.6%	$54	0.6%	$54	0.3%	$54	0.9%	$215	0.5%	$0	0.0%	($215)	0.0%	$248	0.4%	$33	13.3%	
DEPRECIATION	$0	0.0%	$0	0.0%	$0	0.0%	$0	0.0%	$0	0.0%	$0	0.0%	$0	0.0%	$0	0.0%	$0	0.0%	
GENERAL INSURANCE	$82	0.9%	$96	1.1%	$95	0.5%	$67	1.2%	$340	0.8%	$0	0.0%	($340)	0.0%	$537	0.8%	$197	36.7%	
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	$136	1.6%	$150	1.6%	$149	0.8%	$121	2.1%	$555	1.3%	$0	0.0%	($555)	0.0%	$785	1.2%	$230	29.3%	
EXPENSE																			
INCOME BEFORE FEES	($1,141)	(13.0%	($5,038)	(55.0%	$3,960	22.2%	($5,477)	(93.7%	($7,696)	(18.5%)	$0	0.0%	($7,696)	0.0%	($13,437)	(19.8%)	$5,741	(42.7%)	
OTHER FEES																			
Mgmnt/Admin Fees	$1,458	16.7%	$1,458	15.9%	$1,458	8.2%	$1,458	25.0%	$5,833	14.0%	$0	0.0%	($5,833)	0.0%	$5,833	8.6%	$0	0.0%	
TOTAL OTHER FEES	$1,458	16.7%	$1,458	15.9%	$1,458	8.2%	$1,458	25.0%	$5,833	14.0%	$0	0.0%	($5,833)	0.0%	$5,833	8.6%	$0	0.0%	
NET INCOME	($2,599)	(29.7%	($6,497)	(70.9%	$2,501	14.0%	($6,936)	(118.7	($13,530)	(32.5%)	$0	0.0%	($13,530)	0.0%	($19,270)	(28.4%)	$5,741	(29.8%)	
Invoice # 20770522																			
		May-22																	

Invoice Date:	

6/3/2022																	
Billed to :	Due Date:	6/13/2022																	
Lake Ashton																			
4141 Lake Ashton Club Dr.	Total Amount Due																		
Lake Wales, FL 33859	$	13,529.59																		
Service Dates : 04/24/2022 to 05/21/2022																			
Monthly Culinary Management Charges																			

Purchases																			
Dry Grocery	$	1,334.52																		
Bakery	$	244.52																		
Dairy	$	885.06																		
Produce	$	2,000.05																		
Grocery-Refrigerated/Frozen	$	1,030.76																		
Meat-Pork/Beef	$	1,735.19																		
Poultry	$	848.56																		
Seafood	$	1,623.31																		
Beverages	$	1,484.56																		
Misc. Cost	$	2,624.87																		
Total Food	$	13,811.40																		
Telephone/Utilies	$	89.99																		
Menus	$	-																		
Laundry	$	489.08																		
Office Supplies	$	160.64																		
Uniforms	$	-																		
Equipment/Supplies	$	326.60																		
Janitorial/Hazardous	$	419.41																		
Disposables	$	634.83																		
Repairs	$	-																		
Auto Expense	$	-																		
Service Contracts	$	621.30																		
Travel	$	-																		
Entertainment - (Band)	$	1,100.00																		
Equipment Rental	$	-																		
Employee Recruitment	$	36.73																		
Misc. Expense	$	-																		
Postage	$	-																		
Dues/Subscriptions	$	-																		
Credit Card Fees	$	1,441.37																		
Over/Short	$	(0.81)																		
Refuse/Pest Control	$	-																		
Marketing/Advertising	$	38.52																		
Technology Expense	$	215.24																		
Licenses	$	-																		
Total Other Operating Expenses	$	5,572.90																		

$	19,384.30																			
Labor																			

Management Payroll	$	4,634.60																		
Management Benfits	$	1,390.38																		
Total Management Labor	$	6,024.98																		
Base Payroll (Hourly)	$	18,433.08																		
Taxes/Benefits (Hourly)	$	5,161.26																		
Total Hourly Labor	$	23,594.34																		
Contract Labor (Other)	$	-																		

$	29,619.32																			
Fees, Investments & Adjustments:																			

Management/Administrative Costs	$	5,833.32																		
Opening Expense	$	-																		
General Liability Insurance	$	339.99																		

$	6,173.31																			
Sales:																			

Retail Sales	$	(32,815.27)																		
Inside Catering	$	(8,832.07)																		
Outside Catering	$	-																		

$	(41,647.34)																			
																			
 Please remit to:		Total	$	13,529.59																	
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% $64,275  $897,029  ($225,896)	-33.7%

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%
May-22		$32,815	$8,832	$41,647 		1838  $17.85		$19,384	$13,811 33.2% $29,384 70.6% $6,173	$54,942	($13,295)	-31.9% FY2022	$431,722  $63,659   $495,382	26,946  $16.02	$229,068  $168,124  33.9%  $336,369  67.9%  $50,463  $615,900  ($120,519)	-24.3%

	Variance from prior month	
May / Apr	($29,621)	$7,415	($22,206)	($25,130)	($20,566)	($15,587)	($118)	($19,348)	($2,858)	
Avg per week	($7,405)	$1,854	($5,552)	($6,283)	($5,141)	($3,897)	($29)	($4,837)	($714)	
Avg per day	($1,234)	$309	($925)	($1,047)	($857)	($649)	($5)	($806)	($119)	

Ashton Tap and Grill

Weekly
Retail Sales (provided weekly by General Manager)

Week Ending	Guest Count	Guest Average	GROSS SALES	DISCOUNT S	RESTAURANT NET SALES	NET SALES PER DAY	
Budget	
Budget vs. Sales	
FY2021 YTD 74,043	$8.24	$618,333.09	$26,474.24	$610,144.96	$719,360.00	($109,215.04)						

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	451	$17.20	$7,943.60	$184.98	$7,758.62	$1,551.72	$19,656.00	($11,897.38)	
2022-05-07	503	$17.89	$9,239.08	$241.74	$8,997.34	$1,799.47	$19,656.00	($10,658.66)	
2022-05-14	512	$21.43	$11,172.45	$200.48	$10,971.97	$2,194.39	$19,656.00	($8,684.03)	
2022-05-21	372	$14.61	$5,683.96	$250.36	$5,433.60	$1,086.72	$19,656.00	($14,222.40)	
2022-05-28	354	$16.40	$5,962.32	$155.39	$5,806.93	$1,161.39	$19,656.00	($13,849.07)	
2022-06-04	295	$17.66	$5,329.74	$119.50	$5,210.24	$1,042.05	$19,656.00	($14,445.76)	
2022-06-11	348	$15.29	$5,395.02	$74.50	$5,320.52	$1,064.10	$19,656.00	($14,335.48)	
FY2022 YTD	28,004	$15.67	454,105	15,296	$438,809.05		$708,051.00	($269,241.95)	

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

SECTION VII

SECTION B

SECTION 1
AAA Top Quality Asphalt, LLC
P. O. Box 1564
Winter Haven, FL 33882 US (863) 521-5454
aaatopqualityasphalt@gmail.com www.aaatopqualityasphalt.com

PROPOSAL #	DATE		
7392	05/20/2022		
SALES REP
DAVID PRILLHART
Proposal

ITEM	DESCRIPTION	QUANTITY	COST	TOTAL	
SALESMAN 4	THANK YOU FOR ALLOWING US TO BID ON YOUR PROJECT. PLEASE CONTACT DAVID PRILLHART FOR ANY QUESTIONS REGARDING THIS COST ESTIMATE AS WELL AS ANY SCHEDULING NEEDS. YOU CAN REACH HIM ON HIS CELL PHONE AT (863) 956-7724, OR AT THE OFFICE AT (863) 521-5454.				
	
MILL AND PAVE PORTIONS OF BERWICK DRIVE AND ASHTON CLUB BLVD. PER MAPS PROVIDED BY RAYL ENGINEERING				

M.O.E.	
MOBILIZATION OF EQUIPMENT TO THE DESIGNATED PROJECT. ONE INCLUDED				
M.O.T.	CONE/BARRICADE AREA WITH (2) FLAGGERS FOR TRAFFIC CONTROL ONLY INSIDE THE DESIGNATED PROJECT AREA.	1	3,500.00	3,500.00	
MILLING MACHINE	MILLING AND SWEEPING	5,483	4.00	21,932.00	
	MILL APPROXIMATELY 49,340 SQ. FT. (5,483
SQ YDS) OF EXISTING ASPHALT USING A RX- 700 ROADTEC ASPHALT MILLING MACHINE TO A DEPTH OF 1.5". REMOVE EXCESS MILLINGS FROM SITE AND DISPOSE OF.				
	USING A POWER BROOM, POWER SWEEP CLEAN THE DESIGNATED PROJECT AREA FREE OF ALL LOOSE DIRT, SAND AND DEBRIS FOR ASPHALT INSTALLATION.				
ITEM	DESCRIPTION	QUANTITY	COST	TOTAL	
ASPHALT	BASE REPAIR BY LEVELING	5,483	4.03	22,096.49	
LEVELING					
	LEVEL APPROXIMATELY 5,483 SQ YDS OF				
	EXISTING ASPHALT AND ANY LOW SPOTS				
	WITH 0.5" OF SP9.5 TLC (FDOT RAP 40%) HOT				
	MIX ASPHALT MATERIALS				
	THIS ITEM YIELDS 151 TONS				
ASPHALT	TACK COAT AND ASPHALT INSTALLATION	5,483	10.20	55,926.60	
INSTALL					
	APPLY 5,483 SQ YDS OF ERGON ASPHALT				
	EMULSIONS SP-MS PRIME COAT TO THE				
	PROJECT AREA FOR ASPHALT INSTALLATION.				
	INSTALL APPROXIMATELY 49,340 SQ. FT.				
	(5,483 SQ. YDS) OF 1.5" SP 9.5 TLC (FDOT RAP				
	40%) TYPE HOT MIX ASPHALT MATERIALS TO				
	THE PROJECT AREA. ROLL, LEVEL AND PACK				
	TO PROPER DENSITY USING A STEEL WHEEL				
	DOUBLE DRUM ROLLER AND RUBBER TIRE				
	TRAFFIC ROLLER.				
	THIS ITEM YIELDS 453 TONS				
PAINTING	STRIPING - TEMPORARY	1	1,250.00	1,250.00	
	LAYOUT AND PAINT ALL LINE STRIPES AND				
	SYMBOLS IN THE DESIGNATED PROJECT				
	AREA. USING AN F.D.O.T. CERTIFIED TRAFFIC				
	PAINT. (NOT RAISED THERMOPLASTIC)				
	QUANTITIES INCLUDE:				
	12 LN. FT. OF 24" STOPBAR WHITE				
	124 LN. FT. OF 12" CROSSWALK WHITE				
THERMO	APPLY THERMOPLASTIC STRIPING TO THE	1	2,500.00	2,500.00	
PLASTIC	FOLLOWING A MINIMUM OF 14 DAYS AFTER				
	ASPHALT INSTALLATION.				
	QUANTITIES INCLUDE:				
	12 LN. FT. OF 24" STOPBAR WHITE				
	124 LN. FT. OF 12" CROSSWALK WHITE				

EXCLUSIONS	
*** PLEASE NOTE ***				
	DUE TO THE VOLATILITY OF THE CURRENT				
	MARKET IN REFERENCE TO OIL BASED				
	PRODUCTS, WE RESERVE THE RIGHT TO				
	RELOOK AT PRICING AT TIME OF ASPHALT				
	INSTALLATION.				
	EXCLUSIONS:				
	ASPHALT OVERAGES DUE TO BASE NOT				
	BEING CORRECT, TACK, PRIME, SAND, SILT				
	FENCE, SURVEY, AS-BUILTS, SOIL TESTING,				
	DENSITY TEST, PAINT, BOND, PERMIT, PERMIT				
	FEES, SOD, NIGHT WORK, LIGHT PLANT,				
ITEM	DESCRIPTION	QUANTITY	COST	TOTAL	
	HERBICIDE AND WORK NOT INDICATED OR IMPLIED IN THE ABOVE LISTED SCOPE OF WORK. NOT RESPONSIBLE FOR REFLECTIVE CRACKING COMING UP DUE TO PAVING OVER OLD ASPHALT OR CONCRETE. TQA PROMOTES POSITIVE DRAINAGE BUT DUE TO EXISTING ELEVATIONS PONDING MAY OCCUR. POSITIVE DRAINAGE IS NOT GUARANTEED ON ALL AREAS. DUE TO THE HEAT OF THE SUMMER TEAR MARKS MAY APPEAR BUT SHOULD SUBSIDE WHEN THE WEATHER COOLS DOWN. WE SAND THE ASPHALT AFTER INSTALLATION TO HELP WITH THIS SITUATION. TQA IS NOT RESPONSIBLE FOR VEGETATION GROWTH THROUGH NEW ASPHALT PAVEMENT, NOR DAMAGE TO THE ASPHALT AFTER WE HAVE LEFT THE PROJECT LOCATION. ALL WORK QUOTED IS SPECIFIED ABOVE. ANY WORK NOT SPECIFICALLY LISTED IS NOT INCLUDED.

WARRANTY OF ASPHALT PAVEMENT OR BASE INSTALLATION IS NOT INCLUDED IN AREAS WHERE FAILURES ARE CAUSED BY EXISTING SUB-GRADE SOILS AND / OR SUB-GRADE SOILS THAT CONTAIN CLAYEY SOILS, ORGANICS OR UNSUITABLE MATERIALS.

WARRANTY OF ASPHALT PAVEMENT IS NOT INCLUDED IN AREAS WHERE FAILURES ARE CAUSED BY BASE AND / OR SUBGRADE INSTALLED AND COMPACTED BY OTHERS.

PAYMENT IS DUE IN 30 DAYS FROM ORIGINAL INVOICE DATE. IF PAYMENT IS NOT RECEIVED WITH IN 60 DAYS FROM ORIGINAL INVOICE DATE A NOTICE OF NON-PAYMENT WILL BE FILLED/SENT OUT WITH THE INTENT TO LIEN IN 10 DAYS. IF A ATTORNEY IS RETAINED IN ORDER TO COLLECT PAYMENT THEN THE FEES WILL ALSO BE INCLUDED. PRIOR TO PAVING THE BASE NEEDS TO BE INSPECTED. BASE NEEDS TO BE FIRM ON GRADE AND UNYIELDING. THE BASE SHOULD HAVE A STRING LINE TEST TO ENSURE THE THICKNESS OF THE ASPHALT BEING INSTALLED.

ANY AND ALL OVERAGES WILL BE SENT BACK TO THE CONTRACTOR. ANY ADDITIONAL MOBILIZATIONS WILL BE AT THE CONTRACTOR EXPENSE AT $3,500.00. WE TRY AND HOLD PRICES FOR AT LEAST THIRTY DAYS BUT AFTER THAT PRICES ARE SUBJECT TO CHANGE DUE TO PRICE INCREASES IN				
ITEM	DESCRIPTION	QUANTITY	COST	TOTAL	
	MATERIALS.				

ACCEPTANCE OF PROPOSAL

THE ABOVE PRICES,SPECIFICATIONS,AND CONDITIONS ARE HEREBY ACCEPTED. AAA TOP QUALITY ASPHALT, LLC IS AUTHORIZED TO COMPLETE THE WORK AS SPECIFIED. PAYMENT WILL BE MADE PER AGREEMENT. PROPOSAL IS GOOD FOR 30 DAYS FROM ABOVE DATE.
TOTAL	$107,205.09

Accepted By	Accepted Date

To:	Lake Ashton
Address:	Lake Ashton Winter Haven, FL	Contact:
Phone:
Fax:	
Project Name:	Lake Ashton CDD BERWICK
Project Location:	4140 Ashton Club Drive, Lake Wales, FL	Bid Number:  22-446
Bid Date:	
Due to the volatility of the market conditions, asphalt pricing will need to be review before install.

Item Description	Estimated Quantity	Unit	Unit Price	Total Price	
Mobilization	1.00	LS	$5,612.83	$5,612.83	
ASPHALT PAVING	1.00	LS	$191,048.59	$191,048.59	
STRIPING THERMO FOR CROSSWALKS.	1.00	LS	$2,760.41	$2,760.41	
			
Total Bid Price:	
$199,421.83	

Notes:
Not Included in Proposal:					
·	Permits, SWPPP Permits, And Permit Fees
Soil Testing, Concrete Testing, And CEI Certification & Inspection
Landscaping & Irrigation
Tree Protection/Pruning/Relocation
Dumpster Pad Enclosure Wall
Retaining Walls, Footers, And Excavation/Backfill Of Footers
Asbestos Removal
Relocation/Repair Of Fence/Gates
Relocation/Removal/Repair Of Existing Or Unknown Utilities (Except As Listed In Proposal)
Well Abandonment
Relocation/Removal/Repair Of Power Poles Or Guy Wires
Excavation/Backfill Of Building Foundation And/Or Footers
Removal Of Muck/Contaminated/Unsuitable Soils Or Materials
Over Excavation
Project Identification Sign
Striping And Signage
Potable Water System
Fireline Water System
Materials / Work / Services not indicated or listed.

To:	Lake Ashton
Address:	Lake Ashton Winter Haven, FL	Contact:
Phone:
Fax:	
Project Name:	ASHTON CLUB MILLING, PAVING AND THERMO.
Project Location:	4140 Ashton Club Drive, WINTER HAVEN, FL	Bid Number:  22-426
Bid Date:	6/4/2022	
Due to the volatility of the market conditions, asphalt pricing will need to be review before install.

Item Description	Estimated Quantity	Unit	Unit Price	Total Price	
Mobilization	1.00	LS	$7,453.10	$7,453.10	
ASPHALT PAVING AND MILLING OF ASHTON CLUB , SET UP MOT AND
MILL 1.50" AND REPAIR 2" OF BASE. ASHTON CLUB 1360 SY
MILL 1.50" AND REPAIR 2" OF BASE , 567 SY .	1.00	LS	$134,972.52	$134,972.52	
			
Total Bid Price:	
$142,425.62	

Notes:					
Not Included in Proposal:					
Permits, SWPPP Permits, And Permit Fees
Soil Testing, Concrete Testing, And CEI Certification & Inspection
Landscaping & Irrigation
Tree Protection/Pruning/Relocation
Dumpster Pad Enclosure Wall
Retaining Walls, Footers, And Excavation/Backfill Of Footers
Asbestos Removal
Relocation/Repair Of Fence/Gates
Relocation/Removal/Repair Of Existing Or Unknown Utilities (Except As Listed In Proposal)
Well Abandonment
Relocation/Removal/Repair Of Power Poles Or Guy Wires
Excavation/Backfill Of Building Foundation And/Or Footers
Removal Of Muck/Contaminated/Unsuitable Soils Or Materials
Over Excavation
Project Identification Sign
Striping And Signage
Potable Water System
Fireline Water System
Materials / Work / Services not indicated or listed.

SECTION C

Submitted by:
Lake Ashton Community Development District
Community Director Report
Christine Wells, Community Director Meeting Date: June 20, 2022
Events and Activities
Staff is busy planning Summer activities and parties while wrapping up entertainment for the 2023 season. The Clubhouse is hosting a Fourth of July Red, White, and Groovy party. Residents will be able to celebrate America while enjoying a hamburger, hot dog, and all the great sides while listening to Twisted Mister, a new bad performing in the Ballroom! Staff is also hosting a Boots by the Lake Country Music Event, featuring another new band, Almost There. A menu consisting of fried chicken and all of the fixin’s will be served and tickets go on sale June 27. The month of August is dedicated to Camp Lake Ashton. This year there
will be some new, fun activities and shows for everyone to enjoy. Stay tuned to the July newsletter for more information.

The following additional activities and classes are June and July:
June 15: UF/IFAS Class - Weed Management
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 July 1: Patriotic Beading Craft
July 4: Red, White, and Groovy
July 13 and 27: Bookmobile/Bi-Monthly Market July 20: UF/IFAS Class-Lakes Appreciation Month July 22: Boots by the Lake
July 24: Bubbles and Broadway Bus Trip
July 28: Fused Glass Class
Don’t forget the Photography Contest that is being conducted to find photographs to display in the Clubhouse Foyer. All residents are welcomed and encouraged to submit their best 3 photographs for consideration.
Bus Trips
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

Ashton Tap and Grill:
The advertisement to the left was included in the June edition of the LA Times showcasing the entertainment at the Restaurant for the month of June, 1st Sunday Brunch, and a Father’s Day Event in the Restaurant.
The new hours of operation are as follows: 11 am to 8 pm Wednesday - Saturday
(Closed Monday and Tuesday) 3 to 6 pm Sunday
First Sunday: 10 am to 6 pm with Brunch Buffet from 10 to 3

Newsletter:
The June Lake Ashton community newsletter was sent out via email blast along with the
monthly calendar of events on June 1. This issue featured a cover advertising the Summer Party at the
Clubhouse. The back cover was used to advertise the Red, White, and Groovy Fourth of July event. The July newsletter will be distributed on July 1. Information on Hurricane Preparedness was included under the Safety section in the June newsletter. The newsletter article deadline for July is June 15.

Monday Coffee:
The following featured speakers are scheduled for Monday Coffee in June and July. There will be no Monday Coffee on July 4 in observance of the Fourth of July Holiday.
June 27: McLaughlin Middle School
July 25: Group 8 County Judge Candidate Meet and Greet
Other Information:
A TECO energy audit was conducted on May 31. Once the report is received then staff will evaluate it to see if there are any energy savings measures that could be implemented.
The Activities Desk project is moving forward a little slower than expected due to permitting delays. An update will be given at the June 20 Board of Supervisors Meeting.
Staff reached out City of Lake Wales Code Enforcement on 5/16/22 to report the failed fencing near Litchfield Loop, as requested. The City of Lake Wales responded that the area is in unincorporated Polk and we should reach out to Polk County Code Enforcement for assistance. A violation was reported via their website on 5/20/22. A Compliance Officer reached out to staff on June 2 with questions. Staff is continuing to work with Polk County Code Enforcement to schedule a site visit to evaluate the property. The resident that initiated the complaint informed staff on 6/6/22 that they have not seen any cows/bulls recently. Staff will continue to work with Polk County Code Compliance on the issue.
Supervisor Realmuto (LACDD), Supervisor Littlewood (LAIICDD), Christine Wells, and Mary Bosman are meeting to discuss the feedback from Supervisors and residents regarding the Joint Amenity Facilities Policies. Supervisors and Residents are encouraged to submit feedback regarding the draft that was in May meeting agenda packet to Christine Wells at cwells@lakeashtoncdd.com or Mary Bosman at mbosman@lakeashtoncdd.com.
Staff is gathering quotes for repairs to the chain link fence that borders Olsen Road, which is west of Turnberry Lane. Residents in this area have reported younger adults climbing this fence to fish in a nearby pond. Staff recommends the installation of angled barb bars at the top of approximately 950 feet of fencing to prevent people climbing and potentially damaging the fence again. As of now only one quote has been received, once additional quotes have been received, a memo outlining the project and corresponding quotes will be sent out under separate cover.
Project in Progress:
Activities Office Enclosure

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 end of June	

Christine	
The project started on May 25. There was a delay with the permit processing which put us behind schedule on the project. An update will be given at the June BOS meeting	

6/13/2022	
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 late June/Early July and will schedule the install as soon as it is received.	
5/9/2022	

Pressure Wash and Paint Thompson Nursery Road Caps	

$7,895.00		

9/20/2021	Scheduled to be Completed the End of
June, Weather Permitting	

Christine	
The caps to the east of the Thompson Nursery Road entrance have been painted and the remaining caps to the west of the entrance will be completed by the end of June, weather permitting.	

6/13/2022	

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	

Installation of Grass Seed at the Clubhouse Pet Play Park	
$476.08		
5/16/2022	
Project Started on 6/10/22	
Matt	The project started on June 10. Half of the Pet Play Park was fenced off and grass seed was installed. After approximately 1 month the other portion of the Pet Play Park will be fenced off and seeded.	
6/13/2022	

Speed Limit Sign Replacement	

Insurance Claim			ASAP - Quote
Approved on 5/6/22.
Installation is Scheduled for Week of 6/13	

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. Installation is scheduled for the week of June 13.	

6/13/2022	
Restaurant								

Restaurant Redesign Project	
NTE $9,000		
10/18/2021	
End of June	
Christine	The company that produces the photo fabric is behind on the
original production plan. They are hoping to ship everything out the week of June 20.	
6/13/2022	

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	
7/22/22	
Matt	Work was done during the week of 5/23/22. Four bridges need to
be completed and this will occur during the next scheduled aerification closure which is the week of July 18.	
6/13/2022	

Berwick/Ashton Club Drive Pavement Project					

District Engineer	At the April 18 BOS meeting Supervisors voted to add the repavement of Ashton Club Drive from the western portion of the circular drive in front of the Clubhouse, east to Ashton Palms Drive to the original quote requested. The quote will include this portion and the orginal portion of Berwick to Waterford.	

6/13/2022	
Stormwater Needs Analysis					District
Engineer	The evaluation is in progress and due by June 30.	6/13/2022	

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	
The Grass Carp have been ordered and will be installed once received by Applied Aquatic	
6/13/2022	
Completed Projects								
Repair at Corner of Berwick and
Waterford	$7,000.00			4/15/2022	District
Engineer	This project is complete and approved for payment by the District
Engineer.	6/13/2022	
Replacement of 40 Boards on
Various Bridges on the East Golf Course	
NTE $6,900		
2/28/2022	
5/27/2022	District Engineer	
This was completed on 5/27/22	
6/13/2022	
Bank Erosion and Cart Path
Undermining at Pond 8 (Near CDD Entrance-12 hole East Course)	
NTE $5,500		
5/16/2022	
5/28/22	
District Engineer	
Project is complete and waiting on District Engineer Approval	
6/13/2022	
Installation of Replacement Pool Lift	
NTE $5,000	
$3,874.00	
10/18/2021	
5/19/2022	Christine and Matt	The lift was installed and tested. A part needs to be replaced and is under warranty. The pool lift is operational at this time.	
6/13/2022	

Project Name	
Budget	
Final Cost	Board of Supervisor
Approval	Scheduled Completion	Project Manager	
Current Status	Status Updated	
Projects on Hold or Being Monitored								

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	

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 1

Item will be provided under separate cover.

SECTION D

Lake Ashton Community Development District
Operations Manager Report
DATE:	June 20, 2022

FROM:	Matthew Fisher
Operations Manager

RE:	Lake Ashton CDD Monthly Managers Report – June 20, 2022.

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

Aquatic Maintenance

Algae present in CDD ponds is being treated every other week per contract. Due to the number of algae blooms, the Applied Aquatic site manager will be out every Monday to monitor troublesome ponds.

Update on Carp installation

The fish have been ordered. Staff will be notified when the installation date will be.

“Eye Sore” area update

Applied Aquatic is continuing to spray the vegetation.

Yellowstone is mowing areas that are assessable at this time.
Landscaping

Pet Play Park

Yellowstone applied Bermuda grass seed to half of the Pet Play Park. Staff installed a temporary fence to block the area off.

Facility Maintenance and Field Services Updates

GMS was able to pressure wash and seal all the bridges except bridge number 12, 11, 8, and
9. The plan is to complete the remaining bridges July 18th- 23rd as the east golf course is closed again.

BEFORE

AFTER

S&S Contracting replaced various boards on the CDD bridges. Below is a picture of a couple replaced boards.
Staff pressure washed the northern Clubhouse exterior. Hartline replaced broken Cam arm to the resident entry gate. Kincaid replaced fountain motor.
Staff repaired broken door assembly in Restaurant dining room.

Staff pressure washed paver walkway leading to the west parking lot. Staff replaced broken bracket to stop sign in the east parking lot.
Staff pressure washed the Pavilion floor, screen, and soffits.

Maintenance Project Forecaster

Pressure wash the Shuffle Board area. Staff plans to begin this project the week of June 20th.

Pressure wash concrete pad east of the Shuffle Board Courts. Staff plans to begin this project the week of July 11th.

SECTION VIII

SECTION A
COMBINED BALANCE SHEET
May 31, 2022
	Major Funds		Total

ASSETS:	
	General		Debt
	Service		Capital
	Reserve		Governmental
	Funds					
Cash-Wells Fargo	$64,195	---	$13,367	$77,562				
Due from Other Funds	$24,386	$15,626	$18,924	$58,935				
Investment - State Board	$557,658	---	---	$557,658				
Investment - State Board Capital Reserve Investments:
Series 2015
Reserve A	---

---	---

$210,125	$553,921

---	$553,921

$210,125				
Revenue A	---	$92,248	---	$92,248				
Prepayment A-1	---	$33,941	---	$33,941				
Prepayment A-2	---	$5,346	---	$5,346				
TOTAL ASSETS		$646,239 			$357,285 			$586,211 			$1,589,735 	

LIABILITIES:
Accounts Payable		

$25,683	

---	

$7,000	

$32,683			
Due to Other Funds		$34,549	---	$24,386	$58,935			
Deposits-Room Rentals			$6,225 		--- 		--- 		$6,225 			
	TOTAL LIABILITIES		$66,457 		$0 		$31,386 		$97,843 			
FUND BALANCES:
Restricted:
Debt Service		

---	

$357,285	

---	

$357,285			
Assigned:								
Capital Reserve		---	---	$554,825	$554,825			
Assigned		$118,295	---	---	$118,295			
Unassigned			$461,487 		--- 		--- 		$461,487 			
	TOTAL FUND BALANCES		$579,782 		$357,285 		$554,825 		$1,491,892 			

TOTAL LIABILITIES & FUND BALANCES		$646,239 		$357,285 		$586,211 		$1,589,735 				

SECTION 8
CAPITAL PROJECTS RESERVE FUND
Statement of Revenues, Expenditures, and Changes in Fund Balance For the Period Ended May 31, 2022

 DESCRIPTION			ADOPTED
  BUDGET			PRORATED BUDGET
  THRU 05/31/22			ACTUAL
  THRU 05/31/22			
  VARIANCE 	
REVENUES:									
Interest Income		$1,000		$667		$972		$305	
Capital Reserve-Transfer In FY 22		$349,813		$349,813		$349,813		($0)	
TOTAL REVENUES			$350,813 			$350,480 			$350,785 			$305 	
EXPENDITURES:									
Capital Projects:
Golf Course Reserves		
$25,000		
$16,667		
$14,747		
$1,920	
Exercise Equipment - Cardio		$10,000		$6,667		$0		$6,667	
Security Golf Carts		$7,650		$7,650		$13,013		($5,363)	
Enclose Activities Desk		$26,000		$17,333		$0		$17,333	
Lake Ashton Blvd. Landscape Refurbishment		$28,250		$18,833		$0		$18,833	
Pavement Management		$90,000		$60,000		$7,538		$52,463	
Replace Restaurant Awning		$38,250		$25,500		$0		$25,500	
Restaurant Dining Room Redesign		$10,000		$6,667		$0		$6,667	
Restaurant Kitchen Redesign		$10,000		$6,667		$0		$6,667	
Restaurant Equipment		$15,000		$10,000		$0		$10,000	
Stormwater Management		$25,000		$16,667		$20,450		($3,783)	
HVAC		$25,000		$16,667		$0		$16,667	
Other Current Charges		$650		$433		$380		$53	
TOTAL EXPENDITURES		$310,800 			$209,750 			$56,127 			$153,623 			
Excess (deficiency) of revenues
over (under) expenditures		$40,013 		
	$140,730 		
	$294,658 		
	$153,928 			

OTHER FINANCING SOURCES/(USES)									
Interfund Transfer In/(Out)-Restaurant (FY22)	($110,356)		($73,571)		($101,830)		($28,260)		
TOTAL OTHER FINANCING SOURCES/(USES)		($110,356) 			($73,571) 			($101,830) 			($28,260) 		
Net change in fund balance	($70,343)		$67,159		$192,827		$125,668		
FUND BALANCE - Beginning	$406,391				$361,998				
FUND BALANCE - Ending		$336,048 					$554,825 				

SECTION C
 DESCRIPTION		ADOPTED
	BUDGET			PRORATED BUDGET
  THRU 05/31/22 		ACTUAL
  THRU 05/31/22 			VARIANCE		
REVENUES:								
Special Assessments - Levy (1)	$1,789,053		$1,789,053		$1,804,555		$15,502	
Rental Income	$40,000		$26,667		$22,925		($3,742)	
Special Events Revenue	$130,000		$130,000		$162,205		$32,205	
Newsletter Ad Revenue	$80,000		$53,333		$66,401		$13,068	
Interest Income	$1,000		$667		$1,084		$417	
Miscellaneous Income	$5,000		$3,333		$10,881		$7,548	
TOTAL REVENUES		$2,045,053 			$2,003,053 			$2,068,052 			$64,999 	
EXPENDITURES:								
ADMINISTRATIVE:
Supervisor Fees	
$4,000		
$2,667		
$1,950		
$717	
FICA Expense	$306		$204		$149		$55	
Engineering	$60,000		$40,000		$25,980		$14,020	
Arbitrage	$600		$600		$600		$0	
Dissemination	$1,000		$667		$667		$0	
Dissemination-Amort Schedules	$0		$0		$600		($600)	
Attorney	$30,000		$20,000		$17,795		$2,205	
Annual Audit	$3,750		$2,500		$0		$2,500	
Trustee Fees	$4,310		$2,873		$0		$2,873	
Management Fees	$60,236		$40,158		$40,157		$0	
Computer Time	$1,000		$667		$667		$0	
Postage	$2,500		$1,667		$1,697		($30)	
Printing & Binding	$1,000		$667		$109		$558	
Newsletter Printing	$35,000		$23,333		$33,553		($10,220)	
Rentals & Leases	$5,500		$3,667		$1,384		$2,283	
Insurance	$48,639		$48,639		$50,686		($2,047)	
Legal Advertising	$1,500		$1,000		$551		$449	
Other Current Charges	$1,250		$833		$922		($89)	
Property Taxes	$13,500		$9,000		$0		$9,000	
Office Supplies	$125		$83		$83		$1	
Dues, Licenses & Subscriptions	$175		$175		$175		$0	
TOTAL ADMINISTRATIVE		$274,391 			$199,399 			$177,723 			$21,676 	
 DESCRIPTION		ADOPTED
	BUDGET		PRORATED BUDGET
  THRU 05/31/22 	ACTUAL
  THRU 05/31/22 		VARIANCE					
Field:								
Field Management Services	$362,786	$241,857	$244,211	($2,354)				
Gate/Patrol/Pool Officers	$260,614	$173,743	$161,864	$11,879				
Pest Control	$4,690	$3,127	$2,830	$297				
Security/Fire Alarm/Gate Repairs	$7,500	$5,000	$5,256	($256)				
Telephone/Internet	$13,600	$9,067	$8,850	$217				
Electric	$216,000	$144,000	$149,787	($5,787)				
Water	$20,000	$13,333	$8,672	$4,661				
Gas-Pool	$20,500	$13,667	$25,140	($11,473)				
Gas-Restaurant	$15,000	$10,000	$9,459	$541				
Refuse	$14,000	$9,333	$10,593	($1,260)				
Repairs & Maintenance-Clubhouse	$57,600	$38,400	$31,106	$7,294				
Repairs & Maintenance-Fitness Center	$3,000	$2,000	$444	$1,556				
Repairs & Maintenance-Restaurant	$17,400	$11,600	$13,700	($2,100)				
Repairs & Maintenance-Bowling Lanes	$17,000	$11,333	$10,588	$745				
Furniture, Fixtures,Equipment	$15,000	$10,000	$1,007	$8,993				
Repairs & Maintenance-Cart path & Bridges	$7,000	$4,667	$3,250	$1,417				
Repairs & Maintenance-Golf Cart	$5,400	$3,600	$1,990	$1,611				
Repairs & Maintenance-Pool	$20,000	$13,333	$11,465	$1,868				
Landscape Maintenance	$194,514	$129,676	$133,190	($3,514)				
Plant Replacement	$7,000	$4,667	$406	$4,261				
Irrigation Repairs	$3,500	$2,333	$649	$1,685				
Lake Maintenance	$46,740	$31,160	$31,160	$0				
Wetland Mitigation and Maintenance	$34,800	$23,200	$25,810	($2,610)				
Permits/Inspections	$1,500	$1,000	$1,834	($834)				
Office Supplies/Printing/Binding	$6,000	$4,000	$3,585	$415				
Operating Supplies	$23,000	$15,333	$15,297	$36				
Credit Card Processing Fees	$4,000	$2,667	$3,626	($959)				
Dues & Subscriptions	$9,000	$6,000	$2,881	$3,119				
Decorations	$2,000	$1,333	$0	$1,333				
Special Events	$130,000	$102,600	$102,600	$0				
TOTAL FIELD		$1,539,144 			$1,042,029 			$1,021,249 			$20,780 		
TOTAL EXPENDITURES		$1,813,535 			$1,241,428 			$1,198,972 			$42,456 		
Excess (deficiency) of revenues
over (under) expenditures		$231,518 			$761,625 			$869,080 			$107,455 		
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)		$411,812		$519,266		$107,455	
FUND BALANCE - Beginning	$118,295				$60,516			
FUND BALANCE - Ending		$0 					$579,782 			

(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 May 31, 2022

 DESCRIPTION			ADOPTED
	BUDGET			PRORATED
	THRU 05/31/22			ACTUAL
	THRU 05/31/22			  VARIANCE 	
REVENUES:									
Interest Income		$500		$333		$16		($318)	
Assessments - Levy		$435,837		$435,837		$437,717		$1,879	
Assessments - Prepayments A-1		$0		$0		$48,076		$48,076	
TOTAL REVENUES			$436,337 			$436,171 			$485,809 			$49,638 	
EXPENDITURES:									
Series 2015A-1
Interest - 11/01		
$81,625		
$81,625		
$80,375		
$1,250	
Interest - 5/01		$81,625		$81,625		$78,875		$2,750	
Principal - 5/01		$230,000		$230,000		$220,000		$10,000	
Special Call - 11/01		$0		$0		$60,000		($60,000)	
Special Call - 5/01		$0		$0		$35,000		($35,000)	
Series 2015A-2
Interest - 11/01		
$12,250		
$12,250		
$12,125		
$125	
Interest - 5/01		$12,250		$12,250		$11,875		$375	
Principal - 5/01		$20,000		$20,000		$20,000		$0	
Special Call - 11/01		$0		$0		$10,000		($10,000)	
TOTAL EXPENDITURES			$437,750 			$437,750 			$528,250 			($90,500) 	
Excess (deficiency) of revenues over (under) expenditures		
	($1,413) 		
	($1,579) 		
	($42,441) 		
	($40,862) 	
Net change in fund balance		($1,413)		($1,579)		($42,441)		($40,862)	
FUND BALANCE - Beginning		$156,320				$399,727			
FUND BALANCE - Ending			$154,908 					$357,285 			
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)
May 1, 2022 (Mandatory)	($220,000.00)
May 1, 2022 (Special Call)	($35,000.00)	
Current Bonds Outstanding	$2,900,000.00	

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)
May 1, 2022 (Mandatory)	($20,000.00)	
Current Bonds Outstanding	$455,000.00	

Total Current Bonds Outstanding	$3,355,000.00	

	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	$4,468	$0	$0	$0		$0	$1,804,555	
Rental Income	$500	$900	$0	$7,350	$1,850	$4,225	$3,100	$5,000	$0	$0	$0		$0	$22,925	
Special Events Revenue	$86,234	$25,361	$7,528	$13,951	$5,566	$6,536	$12,416	$4,614	$0	$0	$0		$0	$162,205	
Newsletter Ad Revenue	$15,031	$8,726	$10,085	$3,996	$10,721	$9,213	$4,546	$4,086	$0	$0	$0		$0	$66,401	
Interest Income	$1	$0	$0	$43	$100	$203	$270	$466	$0	$0	$0		$0	$1,084	
Miscellaneous Income	$1,397	$836	$467	$1,277	$1,926	$1,553	$1,801	$1,625	$0	$0	$0		$0	$10,881	
Total Revenues	$103,163	$1,371,664	$332,848	$76,601	$55,499	$37,050	$70,969	$20,258	$0	$0	$0		$0	$2,068,052	
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	$5,125	$0	$0	$0	$0		$0	$25,980	
Arbitrage	$0	$0	$0	$0	$0	$0	$0	$600	$0	$0	$0		$0	$600	
Dissemination	$83	$83	$83	$83	$83	$83	$83	$83	$0	$0	$0		$0	$667	
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	$2,750	$0	$0	$0	$0		$0	$17,795	
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	$5,020	$0	$0	$0		$0	$40,157	
Computer Time	$83	$83	$83	$83	$83	$83	$83	$83	$0	$0	$0		$0	$667	
Postage	$75	$324	$214	$366	$186	$100	$228	$204	$0	$0	$0		$0	$1,697	
Printing & Binding	$10	$20	$12	$23	$9	$0	$35	$0	$0	$0	$0		$0	$109	
Newsletter Printing	$3,903	$4,035	$4,459	$4,459	$4,092	$3,873	$4,647	$4,085	$0	$0	$0		$0	$33,553	
Rentals & Leases	$163	$163	$163	$246	$163	$163	$163	$163	$0	$0	$0		$0	$1,384	
Insurance	$50,686	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0		$0	$50,686	
Legal Advertising	$394	$0	$0	$0	$90	$67	$0	$0	$0	$0	$0		$0	$551	
Other Current Charges	$137	$252	$100	$48	$34	$112	$118	$123	$0	$0	$0		$0	$922	
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	$16,658	$17,514	$18,692	$10,361	$0	$0	$0		$0	$177,723	

	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	

$28,362	

$0	

$0	

$0		

$0	

$244,211	
Gate/Patrol/Pool Officers	$18,292	$18,205	$27,104	$25,480	$24,497	$23,453	$24,832	$0	$0	$0	$0		$0	$161,864	
Pest Control	$305	$450	$305	$305	$305	$305	$405	$450	$0	$0	$0		$0	$2,830	
Security/Fire Alarm/Gate Repairs	$0	$940	$530	$0	$375	$2,110	$920	$382	$0	$0	$0		$0	$5,256	
Telephone/Internet	$1,093	$1,090	$1,090	$1,093	$1,093	$1,131	$1,131	$1,129	$0	$0	$0		$0	$8,850	
Electric	$17,409	$17,180	$17,947	$19,174	$18,945	$19,139	$19,851	$20,143	$0	$0	$0		$0	$149,787	
Water	$941	$1,115	$1,137	$1,271	$1,157	$634	$1,132	$1,286	$0	$0	$0		$0	$8,672	
Gas-Pool	$1,862	$4,190	$2,852	$5,274	$3,668	$1,184	$3,106	$3,004	$0	$0	$0		$0	$25,140	
Gas-Restaurant	$2,283	$1,578	$930	$1,364	$772	$718	$699	$1,114	$0	$0	$0		$0	$9,459	
Refuse	$1,213	$1,275	$2,517	$864	$870	$1,148	$1,353	$1,353	$0	$0	$0		$0	$10,593	
Repairs & Maintenance-Clubhouse	$1,318	$9,642	$2,511	$2,154	$5,853	$1,746	$2,407	$5,474	$0	$0	$0		$0	$31,106	
Repairs & Maintenance-Fitness Center	$0	$0	$0	$236	$185	$0	$23	$0	$0	$0	$0		$0	$444	
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	$954	$0	$0	$0	$0		$0	$10,588	
Furniture, Fixtures,Equipment	$0	$0	$0	$300	$0	$0	$707	$0	$0	$0	$0		$0	$1,007	
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	$455	$0	$0	$0		$0	$1,990	
Repairs & Maintenance-Pool	$1,161	$1,150	$1,275	$1,313	$1,393	$1,852	$2,008	$1,313	$0	$0	$0		$0	$11,465	
Landscape Maintenance	$15,442	$15,442	$15,442	$22,025	$16,210	$16,210	$16,210	$16,210	$0	$0	$0		$0	$133,190	
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	$3,895	$0	$0	$0		$0	$31,160	
Wetland Mitigation and Maintenance	$7,300	$0	$11,210	$0	$0	$7,300	$0	$0	$0	$0	$0		$0	$25,810	
Permits/Inspections	$0	$0	$580	$0	$234	$0	$600	$420	$0	$0	$0		$0	$1,834	
Office Supplies/Printing/Binding	$271	$155	$1,135	$367	$84	$1,319	$213	$42	$0	$0	$0		$0	$3,585	
Operating Supplies	$2,929	$2,286	$1,841	$1,195	$2,113	$2,401	$1,926	$607	$0	$0	$0		$0	$15,297	
Credit Card Processing Fees	$190	$1,565	$508	$336	$301	$128	$290	$307	$0	$0	$0		$0	$3,626	
Dues & Subscriptions	$165	$150	$43	$1,412	$175	$626	$210	$100	$0	$0	$0		$0	$2,881	
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	$5,921	$10,162	$0	$0	$0		$0	$102,600	
TOTAL FIELD	$134,095	$117,999	$132,550	$139,713	$141,261	$126,918	$132,506	$96,208	$0	$0	$0		$0	$1,021,249	

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)	($98,059)	$1,237,906	$188,260	($432,500)	($102,420)	($107,382)	($80,229)	($86,310)	$0	$0	$0		$0	$519,266	
LAKE ASHTON
STATEMENT OF NET POSITION PROPRIETARY FUND
May 31, 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		
	June 20, 2022		
Date	Check Numbers	Amount	
General Fund			
5/10/22	8115	$156.80	
5/16/22	8116-8139	$115,700.92	
5/27/22	8140-8164	$83,990.41	
5/31/22	8165	$400.00	
6/6/22	8166-8172	$7,478.20	
6/10/22	8173-8177	$17,537.95	
General Fund Total			$225,264.28 	
Capital Projects Fund			
6/6/22	337	$7,000.00	
Capital Projects Fund Total			$7,000.00 	
AP300R	YEAR-TO-DATE ACCOUNTS PAYABLE PREPAID/COMPUTER CHECK REGISTER	RUN	6/13/22	PAGE	1
*** CHECK NOS. 008115-050000	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	#
5/10/22 00678	2/28/22 4412475	202202 310-51300-48000	*	89.60
FY 22 MEETING DATES
3/31/22 4480466	202203 310-51300-48000	*	67.20
BUDGET WORKSHOP
CA FLORIDA HOLDINGS LLC	156.80 008115
- - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - 5/16/22 00522	4/30/22 31361550 202205 320-57200-43200	*	1,569.52
POOL HEAT
5/11/22 31365449 202205 320-57200-43200	*	337.19
POOL HEAT
5/11/22 31365449 202205 320-57200-43201	*	362.03
PROPANE-RESTAURANT
AMERIGAS	2,268.74 008116
- - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - 5/16/22 00057 10/04/21 201882	202110 320-53800-46801	*	7,300.00
QTRLY SERVICES
12/31/21 201894	202112 320-53800-46801	*	2,800.00
SEMI-ANNUAL SVCS-12/21
1/17/22 201895	202112 320-53800-46801	*	8,410.00
QTRLY SVCS-OCT/NOV/DEC 21
4/30/22 202253	202204 320-53800-46800	*	3,895.00
SVCS-04/22
APPLIED AQUATIC MANAGEMENT, INC.	22,405.00 008117
- - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - 5/16/22 00673	5/03/22 56200004 202205 320-57200-52000	*	46.40
SUPPLIES
5/10/22 56200004 202205 320-57200-52000	*	51.26
SUPPLIES
ARAMARK	97.66 008118
- - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - 5/16/22 00695	5/01/22 57949601 202205 320-57200-41000	*	1,078.81
SVCS-05/22
CHARTER COMMUNICATIONS	1,078.81 008119
- - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - 5/16/22 00466	5/03/22 46370	202205 310-51300-42501	*	4,085.00
LA TIMES NEWSLETTER-05/22
CUSTOMTRADEPRINTING.COM	4,085.00 008120
- - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - 5/16/22 00003	5/10/22 77508900 202205 310-51300-42000	*	74.94
DELIVERIES THRU 05/03/22
FEDEX	74.94 008121
- - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - 5/16/22 00036	5/01/22 208	202205 310-51300-34000	*	5,019.67
MGMT FEES-05/22
5/01/22 208	202205 310-51300-35100	*	83.33
COMPUTER TIME
LAKA LAKE ASHTON	SHENNING
AP300R	YEAR-TO-DATE ACCOUNTS PAYABLE PREPAID/COMPUTER CHECK REGISTER	RUN	6/13/22	PAGE	2
*** CHECK NOS. 008115-050000	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	#
5/01/22 208	202205 310-51300-31300	*	83.33
DISSEMINATION AGT SVCS
5/01/22 208	202205 310-51300-42000	*	22.79
POSTAGE AND DELIVERY
5/01/22 208	202205 310-51300-42500	*	.30
COPIES
GMS - SO FLORIDA, LLC	5,209.42 008122
- - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - 5/16/22 00011	5/13/22 22596	202205 310-51300-31200	*	600.00
ARBITRAGE SERIES 2015
GRAU & ASSOCIATES, P.A.	600.00 008123
- - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - 5/16/22 00504	5/03/22 102349	202205 320-57200-54500	*	495.76
SVCS-05/22
KINCAID ELECTRICAL SERVICES	495.76 008124
- - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - 5/16/22 00512	5/01/22 2194053	202205 320-57200-41000	*	50.07
SVCS-05/22
KINGS III OF AMERICA, INC.	50.07 008125
- - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - 5/16/22 00112	5/03/22 9588	202205 320-57200-54000	*	100.00
MEMBERSHIP DUES
LAKE WALES AREA CHAMBER OF COMMERCE	100.00 008126
- - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - 5/16/22 00369	5/02/22 05022022 202205 300-22000-10000	*	1,000.00
REFUND-DAMAGE DEPOSIT
LAKE WALES CHARTER SCHOOLS	1,000.00 008127
- - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - 5/16/22 00663	4/07/22 20770322 202203 330-57200-52000	*	37,907.28
MAR 22 RESTAURANT
20770322 202203 330-57200-52004	*	10,250.41
MAR 22 RESTAURANT
20770322 202203 330-57200-12000	*	17,003.74
MAR 22 RESTAURANT
20770322 202203 330-57200-12100	*	35,973.62
MAR 22 RESTAURANT
20770322 202203 330-57200-21000	*	10,072.61
MAR 22 RESTAURANT
20770322 202203 330-57200-12200	*	432.80
MAR 22 RESTAURANT
20770322 202203 330-57200-34000	*	5,833.35
MAR 22 RESTAURANT
20770322 202203 330-57200-45000	*	728.34
MAR 22 RESTAURANT
20770322 202203 300-34700-10000	*	90,083.80-
MAR 22 RESTAURANT
LAKA LAKE ASHTON	SHENNING
AP300R	YEAR-TO-DATE ACCOUNTS PAYABLE PREPAID/COMPUTER CHECK REGISTER	RUN	6/13/22	PAGE	3
*** CHECK NOS. 008115-050000	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	#
4/07/22 20770322 202203 300-34700-10001	*	2,859.95-
MAR 22 RESTAURANT
20770322 202203 300-38100-10000	*	25,258.39-
MAR 22 RESTAURANT
20770322 202203 300-13100-10000	*	25,258.39
MAR 22 RESTAURANT
20770322 202203 600-58100-10000	*	25,258.39
MAR 22 RESTAURANT
20770322 202203 600-20700-10000	*	25,258.39-
MAR 22 RESTAURANT
20771004 202205 320-57200-49400	*	3,955.00
MASQUERADE BALL-2021
20771004 202205 320-57200-49400	*	2,242.00
LA FACILITY-21 BIRTHDAY
20771004 202205 320-57200-49400	*	1,417.50
MARDI GRAS 2022
METZ CULINARY MANAGEMENT	32,872.90 008128
- - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - 5/16/22 00361	5/10/22 I119754	202205 320-57200-54500	*	508.95
SVCS-05/22
MILLER'S CENTRAL AIR, INC.	508.95 008129
- - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - 5/16/22 00665	4/24/22 1570	202204 320-57200-54500	*	125.45
SVCS-04/22
OCS COMMERICAL CLEANING SVCS INC	125.45 008130
- - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - 5/16/22 00538	5/01/22 10087	202205 320-57200-54506	*	172.50
MAINT-05/22
PERFORMAMCE PLUS CARTS	172.50 008131
- - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - 5/16/22 00706	5/06/22 16782	202205 320-57200-54500	*	3,500.00
THEATER SEATING ADJUSTMEN
SEMCO CONSTRUCTION INC	3,500.00 008132
- - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - 5/16/22 00238	4/25/22 383243	202204 320-57200-45300	*	694.95
RAYPAK OUTDOOR VENT KIT
SPIES POOL,LLC	694.95 008133
- - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - 5/16/22 00234	4/25/22 16416637 202204
SUPPLIES 4/25/22 16416637 202204
SUPPLIES
STAPLES BUSINESS CREDIT	515.46 008134
- - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - 5/16/22 00703	5/13/22 13140	202205 320-57200-34500	*	186.82
GATE ARM LED REPLACEMENT
SUMMERLIN FENCE & FEED INC	186.82 008135
- - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - -
LAKA LAKE ASHTON	SHENNING
AP300R	YEAR-TO-DATE ACCOUNTS PAYABLE PREPAID/COMPUTER CHECK REGISTER	RUN	6/13/22	PAGE	4
*** CHECK NOS. 008115-050000	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	#
5/16/22 00061	5/13/22 052022	202205 320-57200-43000	*	20,143.14
SVCS-05/22
TECO	20,143.14 008136
- - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - 5/16/22 00671	5/11/22 05112022 202205 320-57200-49400	*	250.00
SPECIAL EVENT-DJ 80 PARTY
TRAVELING SOUND AND LIGHT	250.00 008137
- - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - 5/16/22 00664	5/03/22 1561-042 202204 320-57200-52000	*	3,055.36
PURCHASES
WELLS FARGO	3,055.36 008138
- - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - 5/16/22 00445	5/01/22 OS357762 202205 320-57200-46200	*	16,210.00
MAINT-05/22
YELLOWSTONE LANDSCAPE	16,210.00 008139
- - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - 5/27/22 00055	5/15/22 20735-05 202205
SVCS-05/22 5/15/22 20740-05 202205
SVCS-05/22 5/15/22 22109-05 202205
SVCS-05/22 5/15/22 37767-05 202205
SVCS-05/22
CITY OF LAKE WALES-UTILITIES DEPT	1,285.96 008140
- - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - 5/27/22 00003	5/17/22 77582156 202205 310-51300-42000	*	59.11
DELIVERIES THRU 05/11/22
FEDEX	59.11 008141
- - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - 5/27/22 00215	5/26/22 442	202205 320-57200-34000	*	28,362.44
FACILITY MGMT-05/22
GMS-CENTRAL FLORIDA, LLC	28,362.44 008142
- - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - 5/27/22 00164	5/19/22 100594	202204 310-51300-31500	*	2,750.25
SVCS-04/22
LATHAM, LUNA, EDEN & BEAUDINE,LLP	2,750.25 008143
- - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - 5/27/22 00522	5/20/22 31368401 202205 320-57200-43201	*	251.71
PROPANE-RESTAURANT
5/20/22 31368401 202205 320-57200-43200	*	434.82
POOL HEAT
AMERIGAS	686.53 008144
- - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - 5/27/22 00057	1/24/22 201827	202201 320-57200-46200	*	3,510.00
SVCS-01/2022
LAKA LAKE ASHTON	SHENNING
AP300R	YEAR-TO-DATE ACCOUNTS PAYABLE PREPAID/COMPUTER CHECK REGISTER	RUN	6/13/22	PAGE	5
*** CHECK NOS. 008115-050000	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	#
5/16/22 202715	202203 320-53800-46800	*	7,300.00
QTRLY SVCS-JAN/FEB/MAR 22
APPLIED AQUATIC MANAGEMENT, INC.	10,810.00 008145
- - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - 5/27/22 00673	5/17/22 56200025 202205 320-57200-52000
SUPPLIES
5/24/22 56200057 202205 320-57200-52000
SUPPLIES
- - - - - - - -
ARAMARK	102.52 008146
- - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - 5/27/22 00075	5/23/22 227649	202205 320-57200-54506	*	282.00
SVCS-05/22
ARTS GOLF CARS, INC.	282.00 008147
- - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - 5/27/22 00707	5/17/22 5906	202205 320-57200-54500	*	50.00
SVCS-05/22 GAME ROOM
CENTRAL FLORIDA TINT	50.00 008148
- - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - 5/27/22 00621	5/16/22 921799	202205 320-57200-54501	*	305.00
SVCS-05/22
5/16/22 921887	202205 320-57200-54501	*	145.00
SVCS-05/22
COUNTRY BOY PEST CONTROL	450.00 008149
- - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - 5/27/22 00322	5/27/22 53BID588 202205 310-51300-54000	*	280.00
PERMIT#536000668
5/27/22 53BID588 202205 310-51300-54000	*	140.00
PERMIT#536000669
FLORIDA DEPARTMENT OF HEALTH	420.00 008150
- - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - 5/27/22 00059	5/03/22 33197	202206 320-57200-45300	*	1,313.00
SVCS-06/22

- - - - - - - - - - - - - - - - - 5/27/22 00098	5/05/22 1285-042
SUPPLIES 5/05/22 1285-042
SUPPLIES 5/05/22 1285-042
SUPPLIES 5/05/22 1285-042
SUPPLIES
1,313.00 008151
- - - - - - - -

HOME DEPOT CREDIT SERVICES	1,004.19 008152
- - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - 5/27/22 00504	5/23/22 102422	202205 320-57200-54500	*	110.00
SVCS-05/22
KINCAID ELECTRICAL SERVICES	110.00 008153
AP300R	YEAR-TO-DATE ACCOUNTS PAYABLE PREPAID/COMPUTER CHECK REGISTER	RUN	6/13/22	PAGE	6
*** CHECK NOS. 008115-050000	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	#
5/27/22 00361	5/23/22 I120587	202205 320-57200-54500	*	247.15
SVCS-05/22
MILLER'S CENTRAL AIR, INC.	247.15 008154
- - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - 5/27/22 00336	4/14/22 50440161 202206 320-57200-54000	*	4,144.06
LICENSE 06/11/22-06/11/23
MOTION PICTURE LICENSING CORP.	4,144.06 008155
- - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - 5/27/22 00665	5/15/22 1620	202205 320-57200-54500	*	109.20
SVCS-05/22
OCS COMMERICAL CLEANING SVCS INC	109.20 008156
- - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - 5/27/22 00614	5/18/22 FCS05182 202205 320-57200-49400	*	7.85
FOOD DEMONSTRATION MATERI
POLK COUNTY BOCC	7.85 008157
- - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - 5/27/22 00345	5/23/22 40002	202205 320-57200-54500	*	295.00
SVCS-05/22
PRECISION SAFE & LOCK, LLC	295.00 008158
- - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - 5/27/22 00631	5/06/22 1916528	202204 310-51300-31100	*	5,124.86
SVCS-04/22
RAYL ENGINEERING & SURVEYING, LLC	5,124.86 008159
- - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - 5/27/22 00687	5/03/22 25285966 202205 320-57200-52000	*	269.85
SUPPLIES
RESTOCKIT.COM	269.85 008160
- - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - 5/27/22 00696	5/30/22 10799866 202204 320-57200-34500	*	24,832.18
SVCS-04/22
SECURITAS SECURITY SERVICES USA,INC	24,832.18 008161
- - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - 5/27/22 00681	5/27/22 540256	202205 320-57200-54500	*	158.00
FLAGS
NEIL SMITH	158.00 008162
- - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - 5/27/22 00430	5/07/22 50201344 202205 310-51300-42502	*	162.50
COPIER LEASE
WELLS FARGO VENDOR FINANCIAL SVCS	162.50 008163
- - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - 5/27/22 00587	5/16/22 22013	202204 320-57200-54530	*	953.75
MONITORING-04/22
XS BOWLING SERVICE LLC	953.75 008164
- - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - 5/31/22 00708	6/03/22 060322	202205 320-57200-49400	*	400.00
HOT LATIN NIGHTS DJ
RHYTHM MAKER DJ	400.00 008165
AP300R	YEAR-TO-DATE ACCOUNTS PAYABLE PREPAID/COMPUTER CHECK REGISTER	RUN	6/13/22	PAGE	7
*** CHECK NOS. 008115-050000	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	#
6/06/22 00522	5/31/22 31373414 202205 320-57200-43201	*	500.45
PROPANE-RESTAURANT
5/31/22 31373414 202205 320-57200-43200	*	662.56
POOL HEAT
AMERIGAS	1,163.01 008166
- - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - 6/06/22 00673	5/31/22 56200099 202205 320-57200-52000	*	56.17
SUPPLIES
ARAMARK	56.17 008167
- - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - 6/06/22 00466	6/03/22 46490	202206 310-51300-42501	*	4,024.00
LA TIMES NEWSLETTER-06/22
CUSTOMTRADEPRINTING.COM	4,024.00 008168
- - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - 6/06/22 00512	6/01/22 2210105	202206 320-57200-41000	*	50.07
SVCS-06/22
KINGS III OF AMERICA, INC.	50.07 008169
- - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - 6/06/22 00663	6/03/22 20771000 202205 320-57200-49400	*	1,890.00
LADIES LUNCHEON-05/13/22
METZ CULINARY MANAGEMENT	1,890.00 008170
- - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - 6/06/22 00538	6/01/22 10090	202206 320-57200-54506	*	172.50
SVCS-06/22
PERFORMAMCE PLUS CARTS	172.50 008171
- - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - 6/06/22 00234	5/25/22 16422068 202205 320-57200-52000	*	80.46
SUPPLIES
5/25/22 16422068 202205 320-57200-51000	*	41.99
SUPPLIES
STAPLES BUSINESS CREDIT	122.45 008172
- - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - 6/10/22 00709	6/08/22 060822	202206 320-57200-49400	*	750.00
SUMMER SHINDIG
CARIBBEAN CHILLERS ENTERTAINMENT	750.00 008173
- - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - 6/10/22 00695	5/31/22 05794960 202206 320-57200-41000	*	1,078.81
SERVICE THRU 06/29/2022
CHARTER COMMUNICATIONS	1,078.81 008174
- - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - 6/10/22 00003	5/24/22 77659297 202205 310-51300-42000	*	46.71
DELIVERIES THRU 05/24/22
FEDEX	46.71 008175
- - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - 6/10/22 00036	6/01/22 209	202206 310-51300-34000	*	5,019.67
JUNE 22 MGMT FEES
LAKA LAKE ASHTON	SHENNING
AP300R	YEAR-TO-DATE ACCOUNTS PAYABLE PREPAID/COMPUTER CHECK REGISTER	RUN	6/13/22	PAGE	8
*** CHECK NOS. 008115-050000	LAKE ASHTON CDD - GF BANK A LAKE ASHTON - GF
CHECK	VEND#	.....INVOICE..... ...EXPENSED TO...	VENDOR NAME	STATUS	AMOUNT	....CHECK.....

GMS - SO FLORIDA, LLC	5,225.66 008176
- - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - 6/10/22 00663	5/06/22 20770422 202204 300-13100-10000	*	10,436.77
APRIL 22 RESTAURANT OPS
5/06/22 20770422 202204 600-58100-10000	*	10,436.77
APRIL 22 RESTAURANT OPS
5/06/22 20770422 202204 600-20700-10000	*	10,436.77- APRIL 22 RESTAURANT OPS
5/06/22 20770422 202204 330-57200-52000	*	17,341.67
APRIL 22 RESTAURANT OPS
5/06/22 20770422 202204 330-57200-52004	*	5,686.04
APRIL 22 RESTAURANT OPS
5/06/22 20770422 202204 330-57200-12000	*	6,594.54
APRIL 22 RESTAURANT OPS
5/06/22 20770422 202204 330-57200-12100	*	29,981.94
APRIL 22 RESTAURANT OPS
5/06/22 20770422 202204 330-57200-21000	*	8,394.94
APRIL 22 RESTAURANT OPS
5/06/22 20770422 202204 330-57200-34000	*	5,833.32
APRIL 22 RESTAURANT OPS
5/06/22 20770422 202204 330-57200-45000	*	457.76
APRIL 22 RESTAURANT OPS
5/06/22 20770422 202204 300-34700-10000	*	62,435.94- APRIL 22 RESTAURANT OPS
5/06/22 20770422 202204 300-34700-10001	*	1,417.50- APRIL 22 RESTAURANT OPS
5/06/22 20770422 202204 300-38100-10000	*	10,436.77- APRIL 22 RESTAURANT OPS
METZ CULINARY MANAGEMENT	10,436.77 008177
- - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - -
TOTAL FOR BANK A	225,264.28
TOTAL FOR REGISTER	225,264.28 LAKA LAKE ASHTON	SHENNING
AP300R	YEAR-TO-DATE ACCOUNTS PAYABLE PREPAID/COMPUTER CHECK REGISTER	RUN	6/13/22	PAGE	1
*** CHECK NOS. 000337-050000	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	#
6/06/22 00096	4/20/22 9481	202204 600-53800-60099	*	7,000.00
REPAIRS-BERWICK&WATERFORD
S&S CONTRACTING OF POLK COUNTY INC	7,000.00 000337
- - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - -
TOTAL FOR BANK B	7,000.00
TOTAL FOR REGISTER	7,000.00

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											
05/20/22	04/01/22-04/30/22	$	4,560.69	$  1,198.15	$	-	$	-	$	115.18	$	5,643.66	$	4,468.00	$	1,047.87	$	127.79	$	1,175.66											
	$ 1,915,334.52	$ 464,240.21	$	73,947.06	$	17,595.05	$	45,760.65	$ 2,242,271.97	$	1,804,555.20	$	390,140.27	$	47,576.49	$	437,716.77												
BALANCE REMAINING	$2,471.48	$1,126.93