Lake Ashton Il Community Development District
May11,2018

Lake Ashton II
Community Development District
5385 N. Nob Hill Road, Sunrise, Florida 33351 Phone: 954-721-8681 - Fax: 954-721-9202

May 4, 2018
Board of Supervisors Lake Ashton II
Community Development District

Dear Board Members:
A meeting of the Board of Supervisors of Lake Ashton II Community Development District is scheduled for May 11, 2018 at 1:30 p.m. at the Lake Ashton Health & Fitness Center, 6052 Pebble Beach Boulevard, Winter Haven, Florida. Following is the advance agenda:
Roll Call and Pledge of Allegiance
Audience Comments on Specific Items on the Agenda (speakers will fill out a card and submit it to the District Manager prior to beginning of the meeting. Individuals providing speaker cards will also have an opportunity to speak prior to Board action.)
Approval of the Minutes of Lake Ashton CDD and Lake Ashton II CDD Joint Meeting held on February 9, 2018 and Minutes of the Lake Ashton II CDD Meeting held on February 9, 2018
Unfinished Business
Consideration of Proposals for District Management
Consideration of Proposals for District Counsel
Discussion of Yellowstone Contract Management (requested by Chairman Robertson)
Ratification of Inspection Report for Southwest Water Management District
New Business / Supervisors Requests
Consideration of Resolution #2018-02 Approving the Proposed Fiscal Year 2019 Budget and Setting the Public Hearing – a copy of the budget will be provided under separate cover as soon as available
Acceptance of Audit for Fiscal Year Ending September 30, 2017
Approval of Aquatic Plant Management Agreement with Applied Aquatic
Discussion of Procedures for the General Election
Consideration of Cleaning Contract for Fiscal Year 2019
Update on Hart Lake with FWC and S.W.F.W.M.D. Buffer Zone
Consideration of Landscape Maintenance Proposal for Parking Lot
Discussion and Consideration of Bi-Monthly Meetings (requested by Vice Chairman Mecsics)
Discussion and Consideration of Policy when a Major Project (+$25,000) is brought up for a vote on Appropriation of funds be done in Two Phases – Introduction and Consideration, then Voted on at Next Meeting (requested by Vice Chairman Mecsics)
Security Update (requested by Vice Chairman Mecsics)
Staff and Board Reports
Attorney
Engineer
CDD Manager – Number of Registered Voters in the District - 626
Lake Ashton II Community Director
Public Safety
Landscaping and Lakes
Financial Reports
Approval of Check Run Summary
Combined Balance Sheet
General Audience Comments
Adjournment

MINUTES OF THE JOINT MEETING FOR
LAKE ASHTON COMMUNITY DEVELOPMENT DISTRICT AND
LAKE ASHTON II COMMUNITY DEVELOPMENT DISTRICT
The joint meeting of the Board of Supervisors of the Lake Ashton Community Development District and Board of Supervisors of the Lake Ashton II Community Development District was held on February 9, 2018 at 11:00 a.m. at the Lake Ashton Clubhouse Ballroom, 4141 Ashton Club Drive, Lakes Wales, Florida 33859.
Present and constituting a quorum were:
Carol Pontious	Lake Ashton CDD Chairperson
Borden Deane	Lake Ashton CDD Vice Chairman
Mike Costello	Lake Ashton CDD Assistant Secretary
Brenda VanSickle	Lake Ashton CDD Assistant Secretary
Bob Ference	Lake Ashton CDD Assistant Secretary

Doug Robertson Jim Mecsics Daniel Murphey Stanley Williams Carla Wright
Also present were:
George Flint Andrew d'Adesky Christine Wells Mary Bosman Numerous Residents

Lake Ashton II CDD Chairman Lake Ashton II CDD Vice Chairman
Lake Ashton II CDD Assistant Secretary Lake Ashton II CDD Assistant Secretary Lake Ashton II CDD Assistant Secretary

District Manager District Counsel
Lake Ashton CDD Community Director Lake Ashton II CDD Community Director

FIRST ORDER OF BUSINESS	Roll Call/ Pledge of Allegiance
Mr. Flint called the roll and everyone recited the Pledge of Allegiance.

SECOND ORDER OF BUSINESS	Audience Comments on Specific
Items on the Agenda (speakers will fill out a card and submit to the District Manager prior to begfoning of meeting)
Ms. Pontious: Thank you. The purpose of this meeting today is for us to have an opportunity to meet together. We can speak to the members of the Board on the other side even though we can't speak to the members of the Board on our side, but this gives

February 9, 2018	Lake Ashton & Lake Ashton II CDD

us all a chance to communicate and hopefully get on the same page. We have some agenda items that are pertinent to both of us, so we will move forward. Please remember as I call your name that we have a three minute limitation to speaking and because I am sure we are going to have a lot of opinions, we are going to stick to that. So three minutes, make it short and concise, and we will move on. The first one is Mr. John Castelli. Let's keep them in the order which they were handed to me. Mr. Howard Goodhand, Mr. Alex Vogt, and then Ms. Collette Farland-Vogt. Please be ready and we will move on forward. Mr. Castelli: The developer is a very smart man. He wouldn't be selling the golf  course if it was profitable. I feel that he can't afford it. It would be so expensive to run the golf course here. You would tack on $5,000 on every household. I feel we need to get a lawyer to get an assessment of what it will cost. You have too many expenses. You have bridges, gold cart paths, the sprinkler system, chemicals, employees, the liability.

Nobody is going to buy this golf course so let them give it to you.
Ms. Pontious: Howard.

Mr. Goodhand: My wife and I have built three houses here in Lake Ashton. We have paid off the CDD debt on one, and now we are in another house. When we sold the house on Limerick, we looked at other communities, and we decided that staying in Lake Ashton was the best thing for us. Paying the CDD debt we accepted, nothing is free. Now through some research I had found that there are going to be 1,600 homes when the building is done. That is 3,000 people. These Boards, the two of you, have to start looking to the future. Close your eyes and picture this, 3,000 people at the fitness center, or Monday Coffee, or at a CDD meeting. I got the last parking space today. Picture 3,000 people at a dance, or the entertainment center, or bingo. I think what we have to look at is restrictions, and I know that there is something on the agenda about ID cards, but I don't want to share this. I own part of this building. I pay some of your salaries. I don't want to share it. I am selfish. You should have to be a resident to enjoy these amenities.
Ms. Pontious: Alex.

Mr. Vogt: I want to comment on a few items. First is the consolidation of the CDDs. I think that is the wrong way to go. It is too hard to coordinate Winter Haven and

February 9, 2018	Lake Ashton & Lake Ashton II CDD

Lake Wales since we are two separate cities. I would like to know if that has ever been done with two separate cities before and what that costs and how that works because you want fair representation when you go vote for your CDD members. If you live in Winter Haven you cannot vote in Lake Wales. So I wanted to know if that has ever been done between two municipalities or two cities and I am not in favor of it. The second item I wanted to talk about is the potential purchase of some of the properties here. I think it would be a great idea. As Howard just spoke about the number of people we have here, we are probably going to need some more facilities and buying the sales office or the bank building across the street would be a great asset to provide more meeting rooms, card rooms, and things like that. I am in favor of buying those types of properties. The golf course is probably an item we have to be most careful on because it is a big expensive item and you have to get these things at fair market value or a good sale. Thank you.
Ms. Pontious: Collette.
Ms. Farland-Vogt: Good morning. I am just having the option today of talking because I know I have been to some of these meetings where if you don't sign up ahead of time, you don't always have the option during the meeting to talk and if I feel I want to make a comment I want to be able to.  Right now I would like to just pass on saying anything other than I would like to have the option that if something is being talked about and I have a concern I will be allowed to speak.
Mr. Robertson: What specific item are you concerned about?
Ms. Farland-Vogt: I am concerned about the restaurant. I am concerned about the swimming pool and other facilities that are too crowded. I am concernedabout the police and that we had to pay $8,000 and we are told that these are not private roads, these are public roads. So if they are public roads, why am I paying, well I am not because I live in Winter Haven, but why are the people living in Lake Wales paying $8,000?
Ms. Pontious: We aren't.

Ms. Farland-Vogt: So that is a rumor? See, that is why I would like to have the option on keeping my lips zipped until I need to and I thank you for letting me have an opportunity ahead of time.
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February 9, 2018	Lake Ashton & Lake Ashton II COD

Mr. Flint: On that point real quick because there is an issue, each District has a different public speaking policy. Lake Ashton II amended their public speaking policy to allow people who submit speaker cards at the beginning to also speak on the specific item, which is not the same as Lake Ashton I. I think the Boards need to agree what public speaking policy we are going to follow for purposes of the joint meeting since you have two different policies.

Mr. Robertson: I would like to make a comment then. What we have done is if somebody has a specific interest in a particular thing, we have our Board meeting and we discuss things, but before we take a vote, we give the individual their three minutes to make a comment because it just allows them to be more specific. It is still only the three minutes and so far it has worked pretty well. So that is what we have adopted.
Ms. Pontious: We have a lot of people here today. Mr. Robertson: Yes.

Mr. Flint: You only have limited speaker cards. It is only people who submitted speaker cards would be able to speak on the item.

Ms. Pontious: Okay. I also want to tell us all that Mr. Tom Scali has submitted a request to speak. His topic is the golf course and he has done a visual for us to look at. I think the visual is 15-20 minutes. I told him that we probably don't have 15-20 minutes, but, Tom, if you can breeze us through what you have, we would be happy to listen.

Mr. Scali: I have seen the prospectus for the document release by the developer. Clearly this is not a prospectus, it is a document. However, I would hope that someone on the Board would walk us through, maybe explain what it means. I know there is no reality behind it, but we need to understand it. Secondly, are there any legal reasons why Lake Wales and Winter Haven CDDs cannot work together on this project? Someone just raised the question on how do we vote. Can we vote? Would we have a central Board? Hopefully legal can give us advice on that. Third, do both CDDs have the authority to purchase additional funds? It is my understanding that at least CDD I has an issue with its bonds. There is a condition in there saying that we cannot take additional monies unless they are paid off. I don't know if that is true for CDD II, but I would hope that our

 	 	 	 	

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attorneys can clarify if we are allowed to go out for additional funding. I don't need an answer now, but hopefully you will discuss this. How does the Board hope to go forward? Are we going to let the management company do the groundwork and provide recommendations to the Board? Are we going to develop an action plan from expertise within Lake Ashton? Some combination of both? Or should we hire an outside vendor who specializes in acquisitions? The main thing is to please communicate with the community. Keep us informed as to what is going on. This is the most important issue we have ever faced. This is a make-or-break financially. If we do not have the golf course, our property values will go down anywhere from $10,000 to $45,000 for the most expensive properties. That is a lot of money. We need to understand what is going on. The next slide is an organizational chart. The first thing we need to do is organize, while the second thing is to evaluate, and then we need to finally come to some decision. Because of the Sunshine Laws, we cannot have committees, so I would suggest developing consulting teams for real estate, the golf course, for financial planning, for legal, for consolidation of the two CDDs, one specific interface for the developer to develop a high level plan with assumptions and dates of completion. Each of those teams would go back and evaluate whatever data we have and refine what additional data is required. Again, two way communication with the residents is crucial. Finally, decisions. Each of the teams would come back with recommendations to the Board and then the Board ultimately makes the decision as to which way to go. I am not going to walk through each slide because there is too much detail, but again, I offer this as work that I have done that will hopefully help the Boards if you go down the path of using consulting teams. If we go to slide #10, it discusses considerations and concerns. We will have two restaurants, the Eagle's Nest and whatever the new name will be. How are we going to deal with that? More importantly, we need to secure the walking paths on the golf course no matter who owns it. I don't know Winter Haven. I do know Lake Wales. I don't know if it is documented or not, but that needs to be defined and both cities must guarantee us that those paths will remain open. Lastly, we need somehow to prevent additional development on the golf course's property.  Hopefully if we decide to go

 	 	 	 	

February 9, 2018	Lake Ashton & Lake Ashton II CDD

forward with purchasing the real estate, we can use some of those things for our future growth such as a second pool or maybe moving the CDD I gym across the street so we can enlarge the restaurant. Those are decisions the Boards will have to address or the committees would have to address. A committee needs to be formed to generate a set of requirements the developer must provide so we can get a true prospectus. We are talking about millions of dollars. We must be proactive.
Mr. Robertson: We have to be fair to everybody. I understand because I have personally met with you and gone through all of this, so I am not trying to be mean, but to be fair to everybody else you need to wrap it up.
Mr. Scali: Okay. Am I already beyond three minutes? Mr. Robertson: Yes.
Mr. Scali: Then I will ask that you at least review the recommendations and take them into consideration.
Ms. Pontious: Thanks, Tom. You have done a fine job putting this together and we will review it.
Mr. d1Adesky:  And it can be made available through the submittal of public record
which can be requested.
Ms. Pontious:  Christine may already have copies of those.	Do you have any additional copies of Mr. Scali's presentation?
Ms. Wells: No.
Mr. Flint: I have a copy. I will make sure we make extras.

THIRD ORDER OF BUSINESS	Discussion of Items Relative to
CDD Coordination
Legal Consolidation of Lake Ashton COD and Lake Ashton II COD
Shared District Manager
Alternate Management Approach
Changes to Interlocal Agreement
Ms. Pontious: The first topic on the agenda is Legal Consolidation of Lake Ashton CDD and Lake Ashton II CDD. Is there a person who put that on the agenda, and would you like to further explain?

February 9, 2018	Lake Ashton & Lake Ashton II CDD

Mr. Williams: All of those are not individual topics. I think we need to move forward and figure out how as a community we join, as many people have said. There are many different ways of doing that, combining CDDs, combining managers, there may be a myriad of different ways to do this. I am not suggesting one way or another. I am not proposing one way or another. I was hoping to get this discussed so we can at least
figure some way to move forward as a group, maybe as suggested with committees of residents from both sides and maybe one Board member from both sides. We need to come together to see whether that path leads to a joint CDD as a possibility, maybe not, but what that might be and how do we go about doing that. So I guess my overall thought
was can we do something to bring some committee together to look at the possible path, what the steps might be, and what the end result would look like.

Mr. Mecsics: Thanks, Stan. As you know, I always view Lake Ashton as one community. I always look at it like New York City. There is Manhattan and there is the Bronx. I am not saying who is the Bronx, and I am not saying who is Manhattan, but there are a lot of considerations as far as combining the CDDs. And yes our legal officer will tell you that there is a possibility, but it doesn't come without a cost. Right now, ladies and gentlemen, there are ways that we as two Boards can work together. I agree with Stan. We need to work much closer together, but I think that is something we need to keep in the back of our minds right now and we need to think about working together as two Boards and not one. As Mr. Scali said, we have a two hundred pound gorilla sitting in front of us that we have to go around or approach first. I always put things in priority being a military guy. While combining the CDDs is nice, I think if we continue these kind of Board meetings and continue communication between the two Boards we can explore other opportunities, but at this time I think we have much bigger obstacles that we have to overcome and work with.

Ms. Pontious: Andrew, can you give us some idea of what we would need to do to do a combination and do you have any cost projections?
Mr. d'Adesky: I think I presented it to both CDD Boards separately, but I will say it again here today, and while there are lots of ways to combine formally and informally.

February 9, 2018	Lake Ashton & Lake Ashton II CDD

The informal way to combine, one of which the CDDs have already taken is the interlocal agreement. You can always work on those interlocal agreements, tighten them up and be more specific. We have different Districts that have different interlocal agreements that specify different ways that they cooperate, but if you are talking about actually merging the CDDs, that is a statutory process. It is dictated by the statutes. To answer the public comment question, it has been done before by other Districts. The requirements are pretty specific and it is pretty specific on how the members are selected
after the merger. Initially you select two members from one side,, and two members from	 the other side, and then one extra member can be from either side per mutual agreement

between the Districts. During the next election cycle, two people are elected from the former CDD I, two people are elected from the former CDD II, and one is elected at large by all citizens within the combined boundary of the merged CDD. In terms of the costs, the costs are variable. The largest and most significant cost, and this is for any establishment, expansion of the CDD, is what the cities are going to charge for their administrative fees. Frankly we have had some cities practically waive their fee, and we have had some take the statutory amount of $15,000. Being conservative, we don't like to make an assumption that they are going to waive a fee. When you take that into account that you would have to pay a fee to Lake Wales, Winter Haven, and to the state, because ultimately this will be ruled on by the state judicial commission, it would probably be in the range of $60,000 on the conservative side. Now granted if those fees were lower, which I cannot attest to, that would be a significantly lower cost. Our fees on our side aren't going to be very high on that because we are working for both CDDs. If there were two counsels, it would be much higher costs. The process itself is not very intensive. The biggest issue is coming to an agreement as to who is going to be on those Boards, what is going to happen to the assets, and what is going to happen going forward in terms of that. So once all of that is agreed to, that is really the biggest first step in going and getting those approvals. And to be clear, the state is the one who ultimately has the final say to approve whether it goes forward or not. Yes we have to pay a fee to Lake Wales and Winter Haven, but the state is the one who would decide.

February 9, 2018	Lake Ashton & Lake Ashton II CDD

Mr. Robertson: A couple things in the process. One, we are one community and we want to be one community and behave as one community. That can be accomplished, but there are two pieces. One is how we manage our amenities, which are the prime interaction with all of our residents. How do we book our rooms, how do we do different things like that? We can do that through a unified process where if someone wanted to book something at the HFC from over here they could. If we had a coordinated system, it would be transparent. The whole community would just work as one community working together. That could be done by a common staff that works between the two sides. That is one of the proposals we talked about, how we might accomplish this. The second piece is how we administer our funds and maintain our buildings. To maintain the HFC and the cost to maintain the HFC, one Board can easily handle those issues ourselves the same way CDD I can handle the clubhouse. So to combine the two CDDs to make decisions about how to maintain our buildings isn't really necessary. We are really quite competent at doing that right now I think. What the community would like to see is how we just operate as one community and that is through all of the amenities we have. If we have a single staff, single organization running that, responsible to both Boards, I think that would work very smoothly and everybody in the community would feel like they are just one community. So that is in essence one of the proposals I put on here to discuss. I think we can solve this without having to spend the money and going through the effort to formally put the two together. And we will have the opportunity to deal with that as to how well we can cooperate because as the big gorilla as it has been suggested is dealing with the golf course. The decision process we have to deal with right away is how to handle that. That is going to go forward much faster than joining the CDDs. We have a good opportunity to demonstrate to you that we can cooperate as two Boards and do something for the good of the community as a whole.
Mr. Ference: Doug, so I understand that you are not in favor of merging and you would rather have interlocal communication between the two CDDs?
Mr. Robertson: I think that at this point and time, if we do the stepwise process and combine the amenities activities so we look like and behave like one community as

February 9, 2018	Lake Ashton & Lake Ashton II CDD

we use our facilities and everything else like that, we can accomplish that ourselves and without having to go to the state to ask their permission. If we can accomplish that right now, we have to deal with the golf courses right now, we have to deal with those issues as two Boards, and if going through that process we find that is sufficient and we are doing really well, why would we spend the extra money to combine them?
Mr. Ference: So if we have an interlocal relationship, you still see that as our being one Lake Ashton?
Mr. Robertson: Absolutely. I think the example I am looking at, there was a pothole that I went and looked at, and our guy was here so we got a price.
Mr. Ference: How is that any different than what we are already doing now aside from just forming more committees to work together? We are not doing much more to encourage a unity just by having committees working together.
Mr. Robertson: Not just committees. Amenities employees that you are in the process of bidding, if we combined that into a single bid where we jointly find an amenities staff that was common to the whole community.
Mr. Ference: But we have a management style here to hire employees through our management company. Would you have us disengage that in favor of your model?
Mr. Robertson: No. I foresee that the same company would be offering the same services. I think that GMS could bid the process. If we were to be able to combine our two requirements into one joint RFP, I think that GMS would be very happy to do that and we can as we did when we rebid the security contract, every single employee that we thought that was important to the community that was on the security staff remained within the community. We didn't lose a single person that we wanted so the same process would remain here. We would keep every single staff member that we like and it could be integrated into a unified program.
Mr. Ference: I don't understand how it is interlocal if GMS were to manage both yours and ours. It would not be interlocal, it would be singularly done by one company.
Mr. Robertson: Yes. We would need one GMS contract that we would both support. The two Boards would support one contract.

February 9, 2018	Lake Ashton & Lake Ashton II CDD

Mr. Ference: But who is to decide that your security should be different from ours? I don't understand the distinction that you would rather have your own security, which you voted on as opposed to having the same one, but you want to have a management company managing both sides?
Mr. Robertson: Please be careful. We had eight votes in favor of a common security company. Our Board decided on a security company and your Board decided at the second vote, somebody changed their vote, and decided to split it in two. Our Board did not do that. We are still capable of having a single one. I am not trying to criticize anybody, but they voted and it ended up splitting it. We didn't have to split it. We could have had a common security system.
Mr. Ference: If we were to have a common security and common management system, wouldn't that lend itself to a true merger, not just interlocal relationships?
Mr. Robertson: You wouldn't have to spend all of the money to the government to put us together when we have already demonstrated that we can work together.
Mr. d'Adesky: I guess the question you are asking is practical similarity versus legal joinder. Technically even if it is the same security company, it is technically two different contracts, which they as we have seen, they have the freedom as a separate entity to choose a separate contract, as they do with the landscaper, pressure-washer, anybody else they use. So that is the difference between talking about an actual legal joinder and becoming one entity and having one contract versus agreeing mutually in a collaborative method to do so. That is two different things, so I hope that distinction makes sense.
Mr. Deane: At the present time, we have a management company. Their Board takes care of their management. I am trying to understand that.
Mr. d'Adesky: Can I clarify one thing that I think is very important? There are two separate functions that seems to be clear. There is a District management function, which is required by statute. You are required to have a manager that does certain functions, auditing, accounting, minutes, etc. That is a separate contract from onsite amenity management. So Lake Ashton II still currently has GMS performing the District

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management functions. They do not have onsite amenity management. They directly employ those employees that are performing those functions. Lake Ashton operates differently. It sounds like the suggestion is to have one onsite amenity management contract servicing both communities. Technically it would still be two separate contracts, but you can jointly bid it as you could bid landscaping together, security together, etc., to get that economy of scale and perhaps get better offers and rates from those vendors.

Mr. Mecsics: Our model is the employees, Mary Bosman and those folks work directly for the Board. There is no flow through, no management, and that is how we retained them on an economy of scale, but it does take a little bit more oversight from various different Board members. But as Andrew said, by law the District Manager is contracted with Mr. Flint.
Mr. Ference: But he is not responsible for Mary's relationship to you, is he? Mr. Robertson: No.
Mr. Ference: So how do you provide Mary with vacation time, health insurance, retirement benefits, etc.? How do you do it when you hire her yourself? Are you skilled enough to be able to provide those services for each individual? How do you do that?
Mr. Mecsics: We do that currently right now. We work through that, but there is no real science to that, but we do provide them with salaries, with a benefits package, all of the HR aspects. The Board does all of that.
Mr. Ference: But who does that for you? Who provides the 401K, retirement, vacation, insurance and all of that? How does it work?

Mr. Mecsics: When we vote on those, that is partially what the Board agrees to as far as compensation and all of that.
Mr. Ference: So you have an insurance company that provides all of that?
Mr. Mecsics: We offer them compensation so they can attain their own. It is different from what you have.

Mr. Ference: Okay. You just give them a salary, but they are responsible for their retirement and health insurance?

 	

February 9, 2018	Lake Ashton & Lake Ashton II CDD

Mr. Mecsics: We give them a salary and there are certain statutory requirements like unemployment compensation, workman's comp, and those sorts of things. However, the benefits package such as insurance and that, we can give them so much money for that and then that leads to them being able to choose to do it their own way.
Mr. Ference: And that is the economy of scale to have them do it on their own? Mr. Mecsics:	I am not going to pick on my good friend George, but let's say Jim
Mecsics is a janitor and I work here and make $50,000 a year. Whatever else we put on them for what we call a burden rate in the contract, then that would give that. Sometimes when you have management companies, you get a multiple of that. So if Jim Mecsics has agreed to $50,000 a year as a janitor, the management company could get a multiple of
1.5 times that salary, which would be $75,000.
Mr. Ference: What management company? GMS? I didn't think GMS had anything to do with that, though?
Mr. Mecsics: They don't with us, but with you they do.
Mr. Ference: But how do you deal with individual people and their benefits? Mr. Mecsics: We hire them directly.
Mr. Ference: But is it economy of scale for them to go out and find their own insurance coverage? I don't understand that. It seems to me it would be cheaper to do it the way we do.

Mr. Robertson: What we want to do is bid this out if we decide to do it together, and we can bid it out to an outside amenities service company like GMS, they can give us the pricing that way, and we can also evaluate pricing doing it ourselves and managing it ourselves. Then we can weigh the two choices and see if it is worth the extra money to do it that way versus the other way. It still gives the entire community one common face to the community, one system to book something, one way of handling everything. I don't want to debate the actual costs because other companies may come in and be very competitive to what we are doing. We provide health care benefits. We provide all of those things so if there is not a lot of risk from their point-of-view, they don't have to mark up the pricing. So you can look at their cost of their bid versus an in-

 	

February 9, 2018	Lake Ashton & Lake Ashton II CDD

house operation and we can decide as two Boards which one we like. I am willing to go with either one, whichever is the best solution.

Mr. Ference: But what about what you are doing now, not what you are proposing
to do.
Mr. Robertson: Right now we manage ourselves. We have the experience to do

this. I am not going to apologize for my experience.

Ms. VanSickle: The way it works right now we have two different CDDs in two different cities. We take care of the clubhouse and our amenities, you all take care of your clubhouse and your amenities. I think for the most part that works. I think what we need to work on is those two Boards working together, for the residents so it should be seamless, but because of the finances involved, taxes, and all of the legal fees to get that changed, do we want to go there right now or could that money be better spent on other things? I think we want to work together, the two Boards, but keep the CDDs separate. For big objects we might have to work on something together going forward, but for the time being, I think what we are doing is working. We just need to work together. For the residents it should be seamless, but behind the scenes, I think the two Boards is fine.

Mr. Costello: I agree with Brenda. We have to work together and I think one of the best things we can consider doing, the Sunshine Laws tie our hands so bad b�cause of the fact that your people can't talk to your people, our people can't talk to our people, but I can go talk to any of you.  It is insanity.  It really is.  But by the same token, if we are going to take the important things that involve both communities, like security, amenities, different aspects that both Boards can approve one person and allow the two of them to talk together and be more-or-less a liaison between the two communities, I think we would be able to prove to everybody that this is one community.

Mr. Robertson:   In my written proposal that I submitted last time and sent to your Board, I said if we set up a common amenities organization and we can bid it any way we want, it gives both transparency to the community and then you assign the two Chairs of each Board to supervise that company . Obviously I don't want to be in conflict with Carol about anything. I would much rather resolve those things with the professional

 	 	 	 	

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District Manager and run things properly, and then only if we had something that was really different would we have to come back to both Boards and say we have a conflict. I cannot imagine anything of that nature because we are talking about how to run amenities. We are not talking about whether I change my roof now or later. That is your call when you want to do that. It is my call on when we want to do that on this side. So we are not trying to combine those things which are more controversial. We are just trying to run a consistent homogenous amenity.
Mr. Costello: And I agree with you. I thinl< the key to it all is going to be communication. We have to communicate between the two CDDs.
Ms. VanSickle: One concern, though I like the idea of having the two Chairs liaison and talk together, but as far as supervising and controlling, this is a five member Board and I think any decisions need to be made by five members. That is my personal opinion. I have the upmost respect for our Chair, but I think anything important needs to come before all five of us. I am not looking to delegate that.
Mr. Deane: That is what has kept things running so smooth on our side. Everything is a joint decision and every made decision is voted on. It is not one person doing everything.
Mr. Robertson:  That is not the suggestion.  You misinterpreted it then because if GMS were to win the contract to provide the common amenities, you would be operating exactly the same way you are now. Our Board would be changing by hiring GMS to do the amenities. You don't supervise each individual member. You have delegated that to GMS. That is one of the models we just talked about. GMS would be the common thread for both of us. It is not an intention to concentrate power to one person. That is of no interest to me whatsoever.  That is exactly how you are running it right now.  You have a Board and GMS reports to you as a Board. We would still have that.
Ms. VanSickle:  But you said the two Chairs would be overseeing that.
Mr. Robertson: Just for day-to-day. For any issues you have on a regular monthly basis it would be discussed.

February 9, 2018	Lake Ashton & Lake Ashton II CDD

Mr. Williams: Just for my clarification more than anybody else's, the standard contract is the same for all of the statutory requirements. We both have that. The only thing that is different is the amenity management.  Under the current way it is done, all of the employees and contracts are managed on Lake Ashton's side by GMS and we are suggesting to do the same thing? Is that what we are suggesting that we do, too, Doug? Mr. Robertson:	No.	I said that we should be bidding it so GMS can offer a complete amenities package, but we can also bid it and see if the Board might want to manage that managerial function through the Supervisors and hire its own employees. Either way, it still makes it look like one community. One method may be a little more expensive than the other, and we may decide if it is worth it or not worth it, but it still doesn't change how we as the Board decides. George comes back to us every meeting and reports on the activities that he is responsible for, and we as a Board decide the same things on the Lake Ashton CDD Board. But on a week-to-week basis, George makes decisions on how to run this facility on his own. It is a delegated responsibility to run the facility, to schedule people, to fix golf carts, etc. All those things don't come back to the Board. He brings back things that are beyond his delegated authority and the Board makes a decision. I am not trying to change that at all. Not one iota. I am retired. I don't
want to do this all of the time.

Mr. Williams:  So you are talking about putting the second part of the contract, the RFP two ways. One with a District Manager managing and hiring all of the amenities and all of the people and all of the contracts, and the other way for the Board to do it. And we will see what we come back with. I don't think that is much different than what we are doing now. Beyond that if it makes sense to go further then we can.

Mr. Mecsics:  It bears for us to consider this because both Boards are going to have to vote on that and agree to that.  I agree with Mike that we need to communicate a heck of a lot more. Our Board has designated something to each of us to handle. I have public safety. What I would like to do is have your Board appoint one of your people to the same things because we can talk to each other. I can talk to Mike Costello or whoever else one-on-one without worrying about the Sunshine Laws. We can talk about public

February 9, 2018	Lake Ashton & Lake Ashton II CDD

safety issues. So I think in the interim we should move in that direction and then we will be acting as one.
Ms. VanSickle: But right now there is nothing preventing you and me from talking about security, Dan and me talking about landscaping, etc. I don't want to prohibit that in any way.
Mr. Costello: Let's try to designate one person from both sides to talk about common things that affect both sides in order to make it one community.
Mr. d'Adesky: That is what many of our larger CDDs do. They have one representative come forward with all of the concerns of the other District or other entity such as a HOA. They will come forward with one representative that will come do a report just like there are attorney's report, field reports, etc., you have a liaison report. They will come to the meeting and give a report on common interests and what the other Board is thinking of doing. That is just how some other people do it, and that is in line with what was just said.
Ms. Pontious: I just don't understand why we are not doing that when we have had the opportunity to do it. For instance in scheduling, there is no reason we can't schedule an event at the HFC from here or vice versa, yet we can't do that, and now we have reached a point where if you have an event over there you have to even buy tickets over there. You can't always buy the tickets over here. Those are the kinds of things that I think the community needs to have be more seamless. So whatever is happening within the community you can purchase tickets both places, you can make commitments both places, and there is not a line drawn someplace in the sand that says if you want to do that you have to hike over to the HFC to do it.  I think that is where we have gone astray and we need to get back on target with the things like that which affect the residents.
Mr. Mecsics: We have two community directors sitting right here. There is no reason why they can1t work together to come out with a common scheduling or a common way to buy tickets for both. It has always been there. Yes there may have been some conflicts, but I think we have two ladies that can work together on it so that would be my recommendation to do that and go forth and prosper.
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Ms. Pontious: I think that is where we need to start. The things that affect the residents the most need to be seamless. The financials and behind the scenes things that have to go on, we can deal with that, but we would really like our residents to feel like they are welcome no matter where they are, in what room, in what building, and there is no discrimination based on where you live as to whether or not you can use this or that. I think that is where we have gone astray.

Mr. Robertson: We have two different software programs for scheduling that we can look at combining and sharing equally. We have Monday Morning Coffee that we could also do jointly, taking alternate turns. That would work very well. I know we had some issues around new member orientation. Carol and I met and discussed that, and we came up with a great solution already that has new members getting orientation packages immediately when they come in. Then when we meet with them and have a new members orientation social, we invite the Board members from both sides to come in and instead of telling them after they have been here for three months to put out their trash on Thursdays, they already know all of that. So they get to meet the Boards and have more in depth discussions having been here for a while. We have worked on that already and we have had very successful joint orientation meetings since then. So I think we are working to resolve those problems already.
Mr. Williams: As far as the RFP going out, how do we proceed to put out the two RFPs from the joint Boards?
Mr. Mecsics: Right now our Board has voted on doing the RFPs for legal services and for District management services. That has to be written, reviewed, and changed at our Board level, not as a joint.
Mr.  d1 Adesky:	At this point, Lake Ashton I is contemplating a RFP for onsite

amenities services. They are not bidding out District management services. Meanwhile Lake Ashton II, which does not have onsite services, is bidding out District management services and legal services. I guess if Lake Ashton II goes through with it, they will need to resolve those issues first. Now Lake Ashton I would need to amend the RFP to include as a service area both Districts and also specify that there will be two separate contracts
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with both Districts. We have done RFPs like that, but that would require an amendment of the RFP. That is the status as of right now. And to be clear, you could have a different CDD manager and onsite amenity manager. Those are two different things and those are two different services. It just so happens that GMS overlaps, but GMS is one of the few entities in the state of Florida, and we know this from working with many other CDDs, is that they are one of the few entities that does both. There is one other that does both, but most specify in doing one or the other.
Mr. Williams: I guess I don't understand why it would have to be separate. The District management contract, which is statutory regulations and all of that, is the same for both CDDs. Exactly the same. Then why do we need two?
Mr. Deane: Because it is two CDDs and it is the law. Mr. Flint: It could be a tri-party agreement.
Mr.  d1 Adesky:   It could be a tri-party agreement George just said.  We have that sometimes. We have it for landscaping, and it would have probably been one if the security had been the same.
Ms. VanSickle: We both use the same landscaping company. I think they do an excellent job. You have a contract with them, we have a contract with them. Residents drive around and see that it looks beautiful everywhere. The contracts work. I don't see any problem with keeping the contracts separate on what needs to be separate, but the residents experience needs to be seamless. I think the separate contracts are fine. We have our amenity management, you have your amenity management. As long as the residents are able to go back and forth seamlessly, not are you from the east or the west. That is what we need to get rid of. We need the experience to be the same.
Mr. Costello: Another thing we have to look at is communication that goes out. There are times where especially like after a hurricane, we had messages going out from two different CDDs that were so redundant you were getting the same message. It would be great if Mary and Christine could sit down and iron it out so they put out one communication to the entire community.  Communication is a big part of the game here. If we want to be one community, we need to talk to each other about it.
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Ms. VanSickle: I think communication is the biggest thing, as Mikejust said. Have one e-mail blast sent out with information throughout the entire community. I have to give kudos to Lake Ashton II, you all did a good job after Hurricane Irma because you got the information out and I think you did a good job, but I would like to see that go to the entire community.

Mr. Flint: If this is something the Board wants to move forward with, obviously Lake Ashton CDD is already in the process, and if it is something Lake Ashton II CDD wants to move forward with, then you probably will want to both approve the same scope of work and bid documents, whether you are going to enter into separate agreements or not. Lake Ashton CDD has deferred it for thirty days so they haven' t made a decision on their scope and it is going to be on their March agenda. So if Lake Ashton II CDD wants to do a joint bid, we can do that. Probably the best thing would be to appoint a representative from each Board to work on the scope of work together and then Lake Ashton II CDD can either continue their meeting this afternoon, or schedule another meeting for March to coincide with Lake Ashton CDD and deal with it that way.  I see that as a way to move forward if that is the direction you want to move towards.

Ms. VanSickle: What is the benefit of putting it out together if you are going to have two different contracts? I see subtle differences between the two. We have different amenities that we are handling.

Mr. Flint:  You may get a better cost because you have more facilities.  You may or may not. I think one of the keys to the coordination and it is going to be better if you have one same amenity management company versus two just because the nature of it will be that coordination will be better. It is not to say that you can't come with ways to improve coordination with two different companies, it is just probably going to be easier to have one, but it is up to you all on that one.
Ms. VanSickle: Are you recommending one contract or two?
Mr. Flint: It is really up to you, but if you have one contract and you have a tri­ party agreement, it is more limiting on each legal entity as far as terminating the agreement and things like that. That would be the shortcoming of a tri-party agreement,
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the ability to take unilateral action if you decided you wanted to do that. If you have separate agreements, then you are free to do whatever you want to do.
Ms. VanSickle:  I would be in favor of the two contracts because I think that works.
Just like we have proven with landscaping, it works.
Ms. Pontious:   I feel badly that it is this time of the year because Christine has been great with everything, but at the first appropriate time period, if the two of you can begin to look at the issues that affect both resident sides and come up with some solutions as to how we can get back on track with one thing versus two, and maybe we do part, they do part, but I think the Monday Morning Coffee meetings, the orientations, the scheduling of events, the ticketing, the messages going out, all of those are really valuable assets to have being one community. So if we can charge them with trying to move forward on those issues, that is going to be the resolution to a lot of our issues right there. That would be a good first step, so if you would do that, we would appreciate it. Shared District Manager, we have already discussed.   Alternate Management Approach, done.   What
about Changes to the Interlocal Agreement?

Mr. Williams: That was a little bit separate from the other ones. At our meetings, we have had one or two residents come up and have had some concerns about current and future facilities. The first concern was about the current facilities. There have been rumors or talk over the last eight to ten years about maybe closing down certain amenities, like the bowling alley or whatever. Those are decided by individual Boards. The residents who talked to me were wondering if something could be done to the interlocal that would require more of a joint voice before a decision is made to close down an amenity. On the other hand, if we are going to provide a new amenity, such as another swimming pool, is there something we can do with an interlocal agreement where we share the cost and process of that? Those are the two things that have been brought up, the current amenities and future amenities, and is there something that needs to be added to the interlocal agreement that takes care of the concerns from both the east and the west.
Ms. VanSickle:   I think my take on this, and correct me if I am wrong, but we each
have our own amenities that we take care of.  We have a bowling alley. We have the

 	 	

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restaurant. We have the outdoor pool. We both have tennis courts. You have pickleball courts. We have the indoor pool. When we have gone forward with things the side that has had to fund it is the side that has to maintain it. We are a little bit further down the line than you are, but as you build out, I see those as your responsibility. I know everybody gets to use everything, but we put a lot of money into that bowling alley. We refurbished the cinema. We see that as our responsibility and we do it for the community as an entire community. We are not saying it is just for this side. It is for everybody. So going forward, if you all decide to put in another pool, I think that is a responsibility you will have to maintain.
Mr. Williams: I disagree. With something as big as a pool, I don't think one side is going to be able to do that on their own. I don't believe that is going to be cost effective to do it on their own. And what would happen if we decided for instance that we want to expand the sports court, and take down a wall and do away with the racquetball courts? I think that would hurt some people. So before we did that, I would think it would behoove us to have some way of ensuring that you have a voice in that.
Ms. VanSickle: All of these meetings are public meetings and everyone is invited to speak. I make a point to attend Lake Ashton II's meetings and I know some of your people attend ours. I think that is a good thing.
Mr. Ference: Stan, I think going forward what you are saying is correct. If we are going to build a swimming pool to serve both communities, then I think we should share the cost and decide where it is going to be.   But existing facilities, I think Brenda has spoken well about that. The existing facilities through the years have been our responsibility past, present, and I think future. I think if we decide that we want to turn something into something else, I don't know that we should look to people who don't have the history. I don't know if that is a reasonable request. Going forward, I think cooperation and sharing is very significant, but for existing amenities, I think we should each manage them, take care of them, past present, and future.
Mr. Murphey: I think what Stan is trying to say is all of the amenities, and I know at some point there was a possibility that you weren't going to go ahead and refurbish it

 	 	 	 	

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because it was cost prohibitive or whatever. Obviously that amenity affects a lot of people on the west side, too. I think what he is trying to say is rather than the Lake Ashton CDD Board unilaterally say you are going to close it down, we get a say. As Brenda said, people can come in and comment and give their opinions and so on, but maybe there is a way that we can do situations like that as a joint meeting rather than it just happening and we can't do anything.

Mr. Ference: We were talking about the kitchen being too small. We said maybe we should move the sports court out to make the kitchen larger because we feel that is required. So we want to close down the sports court and put it somewhere else or maybe wait until the future and design something else. I don't know.
The record will reflect that the recording cut off at this time.

FOURTH ORDER OF BUSINESS	Implementation of Card Access
for Amenities
After a briefdiscussion, it was determined that Mr.  Costello and Mr. Mecsics would work together on an analysis regarding this item.

FIFTH ORDER OF BUSINESS	Potential Purchase of Developer
Assets Including Golf Courses, Sales Center, etc.
Mr. Robertson: The piece that is missing that we need to talk about is he is losing

money on the golf course operations. That is why it is not worth much because he is not making any money. Some people believe that the prices of the golf course membership, people think it is rather high, and some people have left the community and go golfing elsewhere. If we have 25 % membership right now, one in four houses are members of the golf course and that results in a net loss if we are all built out of about $400,000. That is $235,000 a lot. That is under $30 a month that the shortfall would occur. If we change our membership by getting people back and move up to 30 % resident, then the cost of the golf course would be zero. It would be self-sustaining. The 30 % people who play would pay for the entire golf course. If we had tiered memberships for people and

February 9, 2018	Lake Ashton & Lake Ashton II CDD

walkup arrangements where people who are members of this community can walk up and pay the daily fee, you can't reserve in advance because the people who pay the big bucks will get the nine o'clock slots and the eight o'clock slots, but if you want to come at two in the afternoon and pay a fee, you can play at the golf course in your own community. Right now we don't have that happening. So there are ways to get our membership up from 25 % to 30%. That is not really an outrageous number. If you want us to do this, we would need somebody from each Board to negotiate with Mr. Maxwell, do a proper analysis of what the costs are so we can come back and give a full Board report, and see our way clear to purchasing these golf courses with not a single extra penny spent by the members if we do it the correct way, and if we fell short of our expectations, the size of the problem would be $30 a month per household. I think that is a doable number versus selling to somebody outside of the community, but somebody has to negotiate that, and sit down with them to get the right numbers. And then at that point you would bring it back to both Boards, we have a public meeting so everybody here knows exactly what is going on, proper communication, this is the value of the piece and what it will cost, and go through all of the steps of why we think we can actually manage this golf course. Eventually the Boards will have to make that decision based on the feedback we got from the public. I think that is a doable solution rather than doing nothing and having it sold outside.

Mr. Deane:   Does that include the pro shop and the coffee shop and everything else in there?

Mr. Robertson: That includes The Eagle's Nest and the golf courses. Mr. Deane: What kind of revenues does The Eagle's Nest produce?

Mr. Robertson:   I don't have those numbers right now.  Based on the information he gave me, I have created an analysis on what I was able to work out on a per lot basis and based on reserves, I figured out if we do it this way, we can probably afford it and not hurt our community in the process. That is how I am approaching it for all of us. I don't have all of the numbers yet. That is why you have to designate somebody on this

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Board to go and say you're authorized to deal with Mr. Jim Lee primarily, see all of the pieces, and say these numbers are valid and we can do it for that amount of money.
Mr. Ference: I am a member of the golf course and I would volunteer to be the Board member representing us.
Ms. Pontious: Can you tell us how many houses are remaining that he owes? Mr. Flint: It is 289 houses.
Mr. Robertson: So that money is promised and guaranteed contractually if he takes that money as part of the negotiation, and we take over the operations. The other thing is, when you own the golf course as the community, we are probably more apt to look after it. I am sorry, but I know lots of people play on the golf course like I do and we drive out there where we probably shouldn't and we don't do things that we should because it is Maxwell's money, not ours. But if we own our own golf course, we would tend to take a little more care because it is our own as opposed to somebody else's. So that will help us.  We can manage our costs and bring them down.  I know we have some people who have experience running golf courses. I actually know that this poor gentleman beside me running a couple of Air Force Bases has also had four or five golf courses over the years. If you think about how running a golf course on an Air Force Base, all retired generals and everybody else in there trying to play golf every day, believe me, he has dealt with retired people and golf courses.
Ms. Pontious: This number does not reflect the maintenance building, nor any of the equipment, right?
Mr. Robertson: The equipment would be included. The maintenance building is the wild card. I know we talked about that when I talked about all of the other amenities. So that is where we are at with the golf course. Personally it doesn't scare me and I think those numbers are well within how we can manage it. The only decision to make today would be to appoint somebody to negotiate with Mr. Lee.
Mr. Costello:  I have one question on that.  What is the projected time before you complete the other side as far as building goes?
Mr. Robertson:  Three to five years.

February 9, 2018	Lake Ashton & Lake Ashton II COD

Mr. Costello: As time goes on, do you think the price will go down due to the fact that he wants to maintain these courses in order to sell houses, and are we better off maybe to hold back a little and maybe see where the price goes? I just don't see it going up, not for these courses.
Mr. Robertson: With passing time, he gets $10,000 for every house he has sold so that is off the table because he has already gotten it. So there is $2.6 million that has already gone into his pockets. If we take this step earlier, then we would be getting that revenue instead. That is one good point. There is not going to be any rush to get more members to come back because a lot of people have said that they don't like the way they are running it so they are not golfing there anymore. If we take it over and make it part of our community, then the choice becomes that I can go spend my $30 outside somewhere else, or I can spend the money inside. I think we get more members to come back, which will help the community in the long run.
Mr. Costello: That makes sense. Personally I don't want to be in the position of looking into it because I don't know that much about it, but if you feel we should appoint two people, then let's appoint them and have them negotiate.
Mr. Ference: I think you are absolutely right. I play with guys who will go to Sebring before they play here because they pay $17 or $22. They try to play here and it costs $25 for nine holes, but they can only play twice a month. Tiered memberships for people who are here seasonally should be available. And there should be some opportunities for people who play more than just twice a month.  I thinl, there is a way to arrange memberships so that the people who live here have who have an invested interest would play here more often if they had the opportunity between memberships and pricing.
Mr. Robertson:  If we have that flexibility to look at all of these choices we can all get it right the first time. I don't know anything about this business. I am an engineer. When I design something I never get it right the first time. If we decide something and approve it, it will take a while to fine tune it, but we will get to the point where I thinl, if

February 9, 2018	Lake Ashton & Lake Ashton II COD

we would have all the members we need, then they would be able to enjoy the golf course, it would pay for itself, and it would maintain our property values.
Mr. Ference: Absolutely.
Mr. Robertson: Can I go on to the next piece?
Mr. Ference: Shouldn't we choose a member to represent the golf course?
Mr.  Robertson:   Let's finish the whole discussion first, then we can decide.   The other pieces of property that he wants to sell are the retail sales center, the RV storage facility,  the maintenance building,  and Lake  Ashton Realty.   In the analysis  I  included everything. The first thing I would say is that I was told by George that Lake Ashton Realty is not an amenity and I don't even think we are allowed to own it as a CDD. It is a business. So we can eliminate that. I talked to him about the other items since they gave us a list of everything for sale. They said they would be quite happy to keep Lake Ashton Realty and run it themselves. They said they are really good at that business and know how to sell and entered a long term lease agreement on the property for their portion of the building. The total cost of all of the items to purchase is $5.777 million. The estimated income, and of course we have to confirm these things, but he is telling us he will sell us these items because they are profitable and he sold things on multiples of earnings and profits.  That is where he comes up with these numbers.  If he can't justify these numbers, his price has to come down.  His estimated income is $687,000 off of these operations.  A ten year note to pay for these at 5.5 % I was told is $640,000.  So the expected revenue if we were to buy them, we would get $43,000 a year more in income than we are paying to buy them. That would be for a ten year period. After that ten year period, that $687,000 would just go into the pockets of our two CDDs to support ongoing operations. So in the long run, it would probably have a tendency to reduce the maintenance costs rather than increase them. The down payment that he would want would be 15 %, which is around $860,000. Actually it would be a little less because the Realty would go away. As a reference point again, the cost to purchase these things, there would be no assessment involved, would be a value of $4,300 per lot to buy all of that

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and we would expect a revenue of about $680,000 after the first ten years and $43,000 in the first ten years.
Mr. Costello: Do we have a way of verifying any of this?
Mr. Robertson: That is the whole point of doing this analysis to see if we want to even go talk to him any further. When I read those numbers and wrote them down this way, it looked like it was a doable thing. So we would have to go in and examine everything.  When you acquire a business, they offer it up, you go in and go through the process of seeing are the sales where they are, are the products where they are, and once those things are confirmed, we come back to the Board and say this is our recommendation on how to proceed. Now this is a lot. So my recommendation is to start negotiations on the golf course and have a stipulation where we want the right of first refusal on all of these other activities. I don't really want to digest all of this at once, but if we can say we will start with the golf course because that is the highest priority and once we decide it is a good purchase, once we have assimilated that into our ongoing operations, we can then buy the second piece if we thought it was appropriate or ask for a right of first refusal for the second thing and do this on a two-base approach rather than try to do it all at once.
Mr. Deane: Your numbers would change dramatically. It would be $4,700,000 and it would be a $750,000 down payment assuming the income numbers are correct and wouldn't change. So the only cost involved would be the initial down payment, which changes by $150,000. That makes a big difference.
Mr. Robertson:  What we really want what I thought in my mind is separating it because we really want to solve this golf course problem first, and then this other piece looks reasonable enough to say we have the right of first refusal so we can look at that when we have the time and management talent to do the second piece and we will also have the history of working with them on the first one.   So my suggestion was that we don't pursue all of these other buildings until we have dealt with the golf course issue.
Mr. Deane: I agree with the way you are going, but I heard you wanted to do it all at one time.

 	 	 	

February 9, 2018	Lake Ashton & Lake Ashton II COD

Mr. Robertson: That is why I had this conversation. I told him if he expected me to go in front of the Board and our community and ask for a big operations and maintenance assessment to do these things, he was crazy. It would never happen. I am not going to recommend it or even offer it so come up with a way to make this work for us. Mr. Maxwell is I think 77 and doesn't really want to own these things anymore, so I said give me a way to be able to buy these things without scaring myself and all of our residents with a high O&M cost and come up with a cash flow that makes sense to us. So that is what I have started with now. Another thing Iasked, why ten years and not fifteen. Then at fifteen years our positive cash flow is much better and allows us to do this. I have to do one iteration to figure out whether this was an unbreakable problem we couldn't deal with or if it was something we could adjust and I came to the conclusion in my analysis that we could actually accomplish this. I wouldn' t want to put the burden on all of our current residents to buy this out so I would try to extend this as far as I could so that was paid for by the members who lived here over time. But to try to charge everybody right up front is not fair to the community and I didn't want to do that. I can't tell you what the numbers are. Whoever you select will have to negotiate and try to get the longest term spread out number that we can deal with.  This is money Mr. Maxwell doesn't want to spend himself. Yes he wants it for his children and their trust funds, but when the money comes in is not as important. So I think I would try to push for a longer period of time. I would give ten years to start with, but try to negotiate for longer.
Ms. VanSickle: That is one of my major concerns. If he is losing money on this and wants to get rid of it, how much are we going to be indebting our residents? It is good to think about if we do things differently we might make money, but at one time people thought we were going to get rich off the restaurant and that didn't happen. So I would like to see us go very cautiously. I don' t know anything about owning a golf course. From what I hear, it is not a particularly good positon to be into, so I want to see a lot of research and hard numbers before we even consider doing this.
Mr. Robertson: Absolutely.
Mr. Costello: I think we also need a lot more input from the community.

February 9, 2018	Lake Ashton & Lake Ashton II CDD

Mr. Robertson: Yes, we do. Having public meetings to share the information that we have learned is the way to go. Having all of this documentation that you want to see is the way to go. The question is do we say no thank you and let him do what he wants, or do we try and negotiate with him to get the best possible deal we can have? And again, it is a community-wide communication and joint Board decision as to whether that it is something we want to do. The first step is to authorize somebody to at least talk to them.
Several residents: You.
Ms. VanSickle: How about the two Chairs?
A resident: How about an expert in buying and selling golf courses? You wouldn't pay this much for a golf course that is losing money.
Mr. Robertson: The way we are structured we cannot respond. That is why we have our forms in front and comments later.  We cannot just make this into an open town hall meeting with back and forth. That is not how we are authorized to operate. That is why we have the joint public meetings to communicate. The Boards have to decide now whether we want to continue some form of dialogue with Mr. Maxwell or if we want to say no thank you and let him go his own way.
Mr. Ference: You would be our obvious choice, Doug. You play golf. You understand the circumstances. Would you not accept the responsibility to do that?

Mr. Robertson: I would agree to do that, and again, each meeting we have, I would bring back information as we learn it because it is not my decision. I will only bring back the terms under which Mr. Maxwell will enter into an agreement and have the justification for these things to see if we like those numbers or don't like those numbers. And he has already stated he would much rather sell it to us. He has done that successfully with every other golf course he has owned when he has developed communities. He wants to work with us rather than go outside. So everybody has a pony in this game. It is not he wants it to come to us if we can come to a reasonable thing. He wants to negotiate a settlement if he can get that because he knows he is losing money. That is why he is saying often a golf course is worth $100,000 a hole. We have thirty-six holes, so that is $3.6 million. He is saying he will sell it for $400,000. That is
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acknowledgement that he is not making money and is a pretty good starting point of him saying come talk to me and we can come up with a solution that says he doesn't have to own it anymore and the community can embrace it and make it successful.
Mr. Deane:  Like you said before, we need a lot more hard numbers.  I think we should negotiate. That is my opinion.
Mr. Robertson: We will need a joint meeting or if we have separate Board meetings we can make a recommendation and if you want me, I will be willing to do it on your behalf and if my Board wants I can do it on my Board's behalf, but you have to decide.
Mr. Murphey:  The first thing we have to do is get an appraisal of the golf course property rather than taking his numbers.
Mr. Robertson:  We already have an appraisal that was done by a bank.  That is already done. It is $6.29 million from a bank in January 2016.
Mr. Murphey: They appraised the golf course? Mr. Robertson: Yes.
Mr. Williams: Is there any prohibition for the CDD to accept a loan or financial contract with Maxwell to buy it? I know in order to get another bond issue, we would have to pay off the bond or get the bondholders approval, but would we also have to get the approval of the bondholders to take on that financial responsibility?
Mr. d'Adesky: If we are talking about entering into a private note, the city is authorized to engage in all forms of indebtedness that any other corporate entity could enter into in addition to issuing bonds. So we can have notes, we can have private mortgages, we can enter into other agreements. I think private financing here has been discussed, which may be a better rate than bonds, and CDDs are authorized to do that. Now granted this is an asset that is in both CDDs so once again we are talking about something that we are going to need to come to an agreement, alter the interlocal agreement, come up with some cost sharing and some delegation because once again it is in both CDDs. So that is just looking forward. And on a separate topic, we have worked with companies that specialize in analyzing golf courses because that is kind of
a specialized asset so if you would like us to recommend to you we can.
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Mr. Flint:  The financing also depends on what the pledged repayment is going to be. You have trust indentures in both communities which preclude you from issuing additional debt, pledging the same, basically a lien of assessments against the homes within the community . So depending on what the pledged repayment of that private loan is, it could be precluded. When we get the details that will be part of the analysis.
Mr. Robertson: There is no reasonable way to pledge any asset but the golf course. Mr.  Flint:	If it is a revenue of the golf course it is repaying the note on the golf  course and you probably don't have a problem, but we would have bond counsel look at it just to make sure you didn't have an issue. I also want to mention, we manage three or four CDDs that own golf courses. I know more about golf courses than I really want to know, just like Jim, and we have also been involved with two CDDs that have acquired golf courses and we are working on an acquisition right now on another CDD. I know Andrew was also involved with one CDD that looked at acquiring one. I kind of see what you are doing right now as a preliminary due diligence process and depending on that, there is an entity called the National Golf Foundation, which is a consultant that has been

really involved in just about every CDD acquisition of golf courses and they are somewhat seen as an independent entity that has good qualifications and is well­ respected. So you might want to get to a point where we ask for a proposal from them, and that is a shared expense between both CDDs. They will come in and analyze all of the assets, they will look at the equipment, the condition of the course, the business side of it, and they will also come up with an opinion of value. There are a number of different tasks and you can pay for all of them, or for some, depending on what you want to do, but they are probably who we would recommend the most. Mr. Darrin Mossing has been involved in those other acquisitions and is heavily involved on the accounting for the Viera East CDD in Brevard County where that CDD owns a golf course. So we have a fair amount of experience on that to the extent that you all want that. I am going to volunteer Darrin to be happy to work with you guys even though he is my boss.

Mr. Costello: What is the success rate of the club owned communities that have bought golf courses?

 	 	 	 	 	

February 9, 2018	Lake Ashton & Lake Ashton II CDD

Mr. Flint: Our general experience is that golf courses can be run to cover their operating expenses, but they typically can't cover their operating expenses and debt service. So it is usually going to be one or the other. We haven't seen an instance where it has covered the note and the operating. So in those couple instances, there has been an increase in the operations and maintenance assessments to cover the operating losses that are projected here on the spreadsheet, and you can probably figure they are annually going to lose anywhere between $200,000 to $300,000 a year for each golf course. And that is kind of what he is showing on here. He is not hiding that fact. Depending on how they are operated, they can break even operationally, but then you have your equipment and various other expenses to factor in.
Mr. Costello: You have larger liability and maintenance bills right down the line.
Mr. d1Adesky:  In another community we've worked with, once they actually got
that analysis from an expert who specializes in golf courses and looked at the capital outlay that would be required, that was so inefficient that they decided to not go through with the purchase.
Mr. Robertson:  What was the alterative solution?

Mr. d1Adesky:  To leave it under private ownership.  It was an offer to sell it to the CDD or maybe someone else.
Mr. Flint:  We are happy to help in that process if you want that.
Mr. Robertson: Yes, please. I wasn't going to do all this work myself because I don't have that expertise. I was planning to utilize GMS as our District Manager and as we get further in that process where we go ahead and talk to Mr. Maxwell and get some hard numbers or better numbers, from there we can hire a consultant to help us in the proper analysis of that. So that is what we have to decide. Should we proceed at all, take the first big step, or not?
Ms. Pontious: So we will move forward and that means we need another joint meeting to come up with the results and share that information?
Mr. Robertson: If we are authorizing this we would have to have motions. We
need two motions then.

February 9, 2018	Lake Ashton & Lake Ashton II CDD

Mr. Deane:  Can we make a single motion for the joint CDD meeting? Mr. Flint:  No.
Mr. d'Adesky: It should be two separate motions.

ON MOTION by Mr. Deane seconded by Ms. VanSickle with all in favor the Board designated the Chair, Carol Pontious as the Lake Ashton CDD liaison representative for preliminary due diligence to meet with the owner of the golf courses to get more information on potentially buying them.

ON MOTION by Mr. Mecsics seconded by Mr. Murphey with all in favor the Board designated the Chair, Doug Robertson as the Lake Ashton II CDD liaison representative for preliminary due diligence to meet with the owner of the golf courses to get more information on potentially buying them.

SIXTH ORDER OF BUSINESS	Supervisors	Requests	and
General Audience Comments
Ms. Pontious: Do we have any additional Supervisors requests for today?
Mr. Costello: Yes. I would like to request that all of the people who are here attend all of our meetings.  It is good to see this many people here today.
Ms. Pontious: All right. Then we will finish with General Audience Comments.
Ms. Farland-Vogt: I am glad we are going to consider buying the golf course. I recently read two articles from the Washington Post and the Economist magazine and I think that we all know that golfing is on a decline. Both the Washington Post and the Economist had the same three points, that it is a combination that it takes too much time, it is too costly, and the golf courses over the last few years, they have been making them harder and more difficult. So I think you are not going to have to just be looking at the cost for us and the possibility that we won't be able to meet the costs, but you are also going to have to look at if you choose to go forward and buy the golf course, I hope you will possibly look into redesigning or coming up with strategies to make those of us who don't golf here make it more friendly for my age and gender. I am glad you are looking to doing this, though. I would also like to make a comment that for forty minutes you

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had a discussion about it being seamless, but then I heard one of the members say, if I heard correctly and if I didn't please correct me, that you didn't want to pay for something if Lake Ashton II purchased something. When I bought in Lake Ashton, I didn't realize that I lived on the west side. I have a comment on the bowling alley. I am just saying if you chose to close it. I am willing to pay for it. If we buy the building over here, I am willing to pay for part of that cost. If we need a pool on the west side or if we need any other amenities on this side, I am willing to pay for the costs for one community. I am really sad that it is so broken up.  Please think about that.  We are one community.

Mr. Jack VanSickle: I am glad you are looking at numbers. Doug, you put together some good numbers from your RV lot. A little more info for you: there are 60 covered spaces, there are 50 uncovered spaces, and the current price as of February 1, 2018 with tax is $197 a month for covered spaces. Look at the new costs. I will give it to my Supervisor so she will have it and maybe she can pass it on to you. That is a money maker. The golf courses are probably not so you may want to consider that also because you have revenue and there is a waiting list to get into a covered space and the empty or outside storage is starting to fill up. So that is a way to recoup some costs. There is very little maintenance on that building.
Ms. Janice Gordon:  I have two things I would like to bring up.  One, when you assessed the number of lots, did you include the ones that are unsold?
Mr. Robertson:  Yes.
Ms. Gordon: Then how would you get the assessment from people who haven't even signed a contract or bought here yet? How would they pay?

Mr. Flint: The developer is paying for those right now.
Ms. Gordon: Okay. So he would pay those. Two, I am curious to know what the median age of golfers is. Does anybody have that statistic? Because if the median age is, let's say 75 or 70, and you take a ten year loan, that puts them in their eighties, so are the people who are now moving in of that median age, or are they younger, and are they golfers? Those are just questions I would like for you to consider before you enter into

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an agreement not only to purchase the golf course, but to maintain it and also the salaries and benefits you were talking about that are going to be associated with this purchase.
Mr. Scali: I would like to propose that there be one financial budget you allocate the differences between the CDDs by the number of lots and there is no such thing as the east paying for the bowling alley versus the west paying for whatever pickleball courts they are proposing. One budget, divided by the number of lots and we don't have to go any further as far as consolidation. That methodology could work so I propose that.

Mr. Vogt: I want to thank the Boards for the meeting today. Good discussion on purchasing the amenities. I want to talk a little bit to both Boards about what has been happening here  with  some  of  the  traffic  control  and stop signs.	I am a retired civil engineer. I worked for the DOT for almost thirty years. I talked a little bit with Jim Mecsics about what could be done and I wanted to talk a little more on that. What we really need is a plan here, not just enforcement. It puts the hammer down now, but a month from now people are back to doing the same things they have always done. A good plan would be to do an evaluation. First, we need to decide when it is a problem, if we have a problem, and you do it ahead of time so you know what you  are trying to fix. You can evaluate it later on after you do some fixing. You do some engineering, look at what you can change engineering wise, do some education, more education than just saying you have to stop at stop signs. Two Monday Morning Coffees ago, a police officer explained how they were enforcing the laws. You need to go beyond that and get the word out to a lot more people. And you also need to encourage a final evaluation before you do the enforcement. Enforcement should be the last thing when we want to target the specific violators. Ultimately I thinl, we have a great and safe community. I don't think we have a big traffic problem, but I am willing to volunteer and help with any committee you want to put together and come up with some solutions if we need some.
Mr. Castelli: I would like to have both CDDs to have a surveyto all of the residents and have their feedback, do you want to buy the golf course or do you not want to buy the golf course because I am not a golfer and I really don't care if we have a golf course, but there are golfers here, so others may want to buy the golf course. Leave me out of it.
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February 9, 2018	Lake Ashton & Lake Ashton II CDD

I would like to say beware because any time Maxwell offers you something, you are going to get burned.  We have been burned before.  Thank you.
Ms. Angela Littlewood:  The Board is going to have to bear with me because I am going to talk numbers and my husband will tell you I have to take my shoes and socks off to count to twenty. The retail sales center, $2.1 million, is that based on the sales that they are getting from that now? Or is it the price of the building?
Mr. Deane:  The price of the building.

Mr. Robertson: Yes.  The price of the building based on the revenue and profit he is making from the operations. He sold seventy resales at the retail office. That is how he has priced that. He has a price per square foot of the building that he leases out and that is how he has come up with the sales price.
Ms. Littlewood: But we are not going to get that profit, are we? That profit will go away if we can't buy the Lake Ashton Realty, then we are not going to get any money from new sales. So what we are basically doing is buying the building and then we are going to be renting it out and get income for the rent.
Mr. Robertson: Exactly what you just said.
Mr. Flint: There are two different items. One is the building itself, which is the
$2.1 million. He has priced it at seventeen and a half dollars a square foot lease times
$9,750 at an 8 % cap rate.
Ms. Littlewood: So we are going to get that price.
Mr. Flint:  Yes.  And the other one is the business, which we are not buying. Ms. Littlewood: And what are the taxes on that building?
Mr. Flint:  We don't pay taxes.
Ms. Littlewood: There is no state tax? Mr. Deane: No. It is a CDD.
Ms. Littlewood: Okay. So the building is worth $2.13 million? Mr. Flint: That is what he is saying.
Mr. d'Adesky: Those are the numbers he is giving. And just as a reminder because I know for some people this is the first time, it is not really structured as a back-and-forth

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question and answer session. Everybody has to kind of move through their allotted three minutes and not expect answers to each question.
Ms. Littlewood: Then I am glad you have answered my questions. Thank you.
Mr. Bob Zelazny: I have a couple comments. Doug, I think you have done a tremendous job bringing the numbers together to evaluate where we need to go. It is amazing to me that we have sat here for forty minutes and have talked about nuts and bolts on this and it took us that long to get to let's just move forward and evaluate. This is government at its worst, I am sorry. We have three things on the agenda today. One is the legal consolidation, one is shared District Manager, and alternate management approach. It went nowhere. Thirty minutes nowhere other than just discussing between yourselves, we do it this way, you do it that way. One of the subjects Stan brought up was the interlocal agreements to make sure we have amenities. Brenda says we don't really need them. I think we do. I was the one who went to our Board to ask for that. Right now there is one interlocal agreement that says you use the west facilities, we use the east facilities. I think there should be an interlocal agreement that says you have to maintain the facilities to a certain standard and keep them open because when I bought, I bought all of the facilities and amenities to include the bowling alley, to include the theater, etc. The interlocal agreement should have it so everyone has a say on what the outcome of those facilities are. To your point on the swimming pool that we should pay and if you build it there, when we did the Focus 2020, which was a community-wide survey, we received about 400 responses. The majority of the people that wanted another outdoor pool was from the east side. Unfortunately you don't have a lot of property unless you take something out of here and that would mean we would have to build it in the west side. A majority of the responses were from the east, saying they wanted another outdoor pool. I think what we were asking is for an interlocal agreement that says a new facility or amenity should be a shared cost between the two CDDs and an existing amenity should be the way it is in the interlocal agreement now. But the interlocal agreement needs to say that we on the west have a say towards something on the east and vice versa so you don't close facilities on the east or vice versa.  Anyway, I hope we

 	 	

February 9, 2018	Lake Ashton & Lake Ashton II CDD

agree that we are going to move forward and figure out what we are going to move forward with. This isn't a crisis. I will tell you, whether or not you are a golfer, if you bought your home for $350,000, when that golf course goes away, your house will be worth $250,000. For argument's sake it might not be that amount, but if the golf course goes away, your property values are going to go down significantly. That will be true whether you are a golfer or not.
Mr. Tom Smith: You know, recently in the news I have been hearing a lot about trust, but verify. Now I remember the negotiations we just did with the same party who gave us three lots that were overpriced and they weren't the original lots that we wanted and it was basically said well if you don't agree to this, sue me. That is what I was told by the Board. This is the way this guy negotiates. So I don't know if the Board, and I am sorry to even say this, is capable of negotiating with this guy. I think that if we are going to do the golf course, which is a make-it-or-break-it for this community, we need some professionals in here that are going to really negotiate. I don't think if he wants to open it up as a public golf course, I don't think these golf courses, with all of the golf courses in the area that somebody is going to buy it for it awhile. So I think we should look at some alternatives, but we should really get somebody in here that can really negotiate because what is he going to do with these buildings if we don't buy them? Who is going to come in and buy them right away? So my thought is just don't rush into this because I don't believe he is holding all of the cards at this time. Like I said before, verify everything because I don't trust him.
Ms. Victoria Howell:  One thing I do want to bring up as the gentleman before said about the storage, the RV storage unit, yes, he wants $2 million for that. Come on. It is 60 covered and a small area for outside. I have had my RV in there and I know years ago it started at $50. Now he just raised it with no clause whatsoever proves to you that he is making money. He raised the price and now if you want to pay monthly it is $200 a month for under cover. I don't think we need to ruin everybody's little bit of enjoyment if you want to park your boat or an extra vehicle, why are we being punished? That is what I feel like that we are being punished. He wants to prove to people that he can make

February 9, 2018	Lake Ashton & Lake Ashton II CDD

more  income.   He just raised that.   I  personally  called Jim Lee and asked  for  a price because I am thinking the people who have RVs would want to buy that, but he never even called me back to give me a price. The $2 million, he can keep it. I will take my RV out and go somewhere else. It is very convenient and we would really like to keep it here, but if you are going to do that, it is too expensive. He is not giving you anything.
Mr. Frederick Sutherland: My opinion is that we'd have to search long and hard to find somebody more qualified than Doug Robertson to negotiate this deal .
Mr. Freq. Poole: One of my observations is that you all are saying me more than we. If you want to have a unified cornrnunity, you have got to talk as if you are unified. You have got to approach everything as if you are unified. I heard too many people up here saying we do it this way or we do it that way. It is how the community does it. I encourage you to think about the cornrnunity rather than your own position, power, and Boards. Thank you.
SEVENTH ORDER OF BUSINESS	Adj ournment
Ms. Pontious: All right. Seeing no additional speakers, I think we are ready to adjourn for today and we thank you for attending.
Mr. Costello: Before we adjourn, can we have both sides in agreement that we will have another meeting like this in April or May?
Mr. Robertson:  May.
Mr. Flint:  They have a meeting scheduled in May. Mr. Costello: It is already set? Great.
Mr. Flint: Well their next meeting is scheduled in May so you could do a joint meeting again like this in between both of yours.
Mr. Robertson: And if we get data sooner, we can have another Board meeting. Mr. Costello:  Okay.  Thanks.
Ms. Pontious: Are we ready to adjourn then? Thank you to everyone for attending and giving your input.

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February 9, 2018	Lake Ashton & Lake Ashton II COD

ON MOTION by Mr. Costello seconded by Mr. Mecsics with all in favor the meeting was adjourned.

Secretary / Assistant Secretary	Chairman / Vice Chairman

41

MINUTES OF MEETING LAKE ASHTON II
COMMUNITY DEVELOPMENT DISTRICT

A meeting of the Board of Supervisors of the Lake Ashton II Community Development District was held on February 9, 2018 at 1:30 p.m. at Lake Ashton II Health & Fitness Center, 6052 Pebble Beach Boulevard, Winter Haven, Florida 33884.

Present and constituting a quorum were:
Doug Robertson

Chairman

Jim Mecsics Daniel Murphey Stanley Williams Carla Wright
Also present were:
George Flint Andrew d'Adesky Alan Rayl
Mary Bosman Numerous Residents

FIRST ORDER OF BUSINESS

Vice Chairman Assistant Secretary Assistant Secretary Assistant Secretary

District Manager District Counsel District Engineer Community Director

Roll	Call	and	Pledge	of Allegiance

Mr.  Flint called the meeting to  order at approximately 1:30 p.m.,  called the roll and the pledge of allegiance was recited. All Supervisors were present.

SECOND ORDER OF BUSINESS	Audience Comments on Specific

Items on the Agenda (speakers will fill out a card and submit it to the District Manager prior to beginning of the meeting. Individuals providing speaker cards will also have an opportunity to speak prior to Board action.)

Mr. Flint: There are speaker cards if you have comments on the agenda. If you have comments that are not on an agenda item, there will be an opportunity at the end

 	

February 9, 2018	Lake Ashton II COD

of the meeting under general audience comments. I will hand the speaker cards that I received to the Chairman.
Mr. Robertson: Mr. Zelazny has a comment having to do with the minutes of the meeting. Bob, do you want to discuss that now?
Mr. Zelazny: Yes. There was a quote on Page 20 that was attributed to  me.  I think the comment was either made by Stan or Dan.
Mr. Flint: It was on Page 18.
Mr. Robertson: Collette, do you have any comments?
Ms. Farland-Vogt: No, but I would like to have the option of being able to discuss something.
Mr. Williams: There are a number of issues with the minutes. I think what happened was that there was a problem with the recording device several times and a lot of statements were cut off, so you have different statements that don't make sense. I don't know if we need to just say for the public record that there was an interruption in the recording.
Mr. Flint: We can mark the minutes as a draft and defer them to your May meeting. If you have comments, we can make corrections, or we can make a note at the beginning of the agenda, that due to technical difficulties, there were issues with the audio.
Mr. Williams: There was a section where Bob was talking about something and I made a statement and the two were combined.
Mr. Flint: We can go back and review the recording. Tell me how you want to handle it. We can defer action on the minutes and re-review the minutes again and take comments from the Board.
Mr. d'Adesky: There is no requirement for verbatim minutes, so if something was mixed up, we can say "discussion ensued".
Mr. Williams: I don't think there's any need to revise the minutes.
Mr. Robertson: Alan had a comment on the merger with east and west. John wanted to talk about credit cards. Do you want to speak now, John?

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February 9, 2018	Lake Ashton II CDD

Mr. Velebir: Yes. John Velebir, 5205 Green Drive. I want to speak on the discussion item on the joint meeting. At the joint meeting this morning, I was heartened to see your discussion about one community. You were passing out a proposal that Jim made on an alternative plan to formally merge the two Boards. We would have an interlocal agreement to allow us to operate. I don't think anyone in the community has seen it and if there was a way to see your proposal, that would be helpful. You are relying on gentlemen's agreements. You are elected members and can make a few changes. Any of those agreements should be formalized in writing and have some sort of enforced law. I'm heartened to see the "one community" attitude. It makes it a little more on our side than the other side.
Mr. Robertson:  It's all one sided.

Mr.  Velebir:   The developer's proposal is a scare tactic as if to say,  "If you  don 't maintain the golfcourses, your praperty values are going to plunge". I don't think anyone can support that. A community right next door, Traditions, has no golf course but a similar demographic. The houses are smaller and cheaper, but if you look at it on a personal basis, there is not a 30% difference in the value. This idea that we have to buy these golf courses to prevent plunging property values is erroneous. People that actually live on golf courses may be affected, but the entire community is not going to see their values plunge. I have a client in Vero Beach where the developer actually decided to make the golf course into lots. Do we really need two golf courses? Could we have one golf course and turn the other golf course into a park or nature area? There could be an alternate solution to two golf courses, particularly when George Davidson asked about that. In his experience, these golf courses tend to operate at a $200,000 to $300,000 operating deficit every year. That's a lot to ask everyone in the community to pick up that deficit. If you are going to be working with the developer, we looked at maybe engaging a professional in golf course evaluations. Obviously, evaluations are critical on what it's going to cost us going forward. Thank you for your time.

Mr. Robertson: I don't think we have any other comments; therefore, we will proceed with the first order of business.

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February 9, 2018	Lake Ashton II CDD

THIRD ORDER OF BUSINESS	Approval  of  the  Minutes  of the

December 8, 2017 Meeting
Mr. Robertson: We have the minutes of the December 8, 2017 meeting. Are there any issues that haven't been addressed? I didn't see any.
Mr. Williams: Just that substantial change on Page 18. Mr. Robertson: It was Mr. Williams.

Mr. Flint: You can approve the minutes subject to me reviewing the recording and making the necessary corrections. If I have any questions, I will call you.

On  MOTION  by  Mr.  Murphey  seconded  by  Mr.  Mecsics with all in favor the Minutes of the December 8, 2017 Meeting were approved; subject to the District Manager reviewing the recording.

Mr. Williams:  That's fine.

FOURTH ORDER OF BUSINESS	Unfinished Business
Consideration of RFP for District Management
Mr. Robertson: The RFP was provided under separate cover.

Mr. Mecsics: At our last meeting, we voted for an RFP for District Manager and legal services. I don't know if there would be a conflict of interest. I was asked to help write these RFPs because I had some experience doing that.   Based upon our operating rules, the District Manager does everything required under the Florida Statute to provide those kinds of services. Other services, such as personnel, work directly for the company. That's not included in that RFP. This is just for the District Manager's services position. I am providing this for folks to take a look at.  It's open for comments, if you have any.

Ms. Wright: Jim, I asked you about one section. You might want to clarify that section, which was in Section E, just so we are all on the same page.

Mr. Mecsics: Under 18E where it says, "A list and description of security services", should say, "A list and description of the District management services projects undertaken for each of the last three (3) years, including the scope of services provided, the name of the project owner and a contact name and phone number".

 	

February 9, 2018	Lake Ashton II CDD

Ms. Wright: F says "A listing of the total annual dollar value of the work as described above under G".
Mr. Mecsics: It should say "below".
Mr. Mecsics: Are there any other comments?

Consideration of RFP for District Counsel
Mr. Mecsics: You also have the RFP for legal services. It's simple, based on service per hour. Right now, Andrew's company does that for us. That is what I propose. I gave ourselves a lot of time to change what we have, based on the normal operation. If there are any changes, I am welcome to hearing them. Just so folks will understand the RFP process, once the Board approves the final versions of the  RFP, each Board Member will receive a copy of the proposals, with a note saying " You should not solicit any potential bidders under any circumstances" . If they are approached, they should refer any interest to Mary Bosman. I am going to ask for authorization from the Board to do that, because I am an evaluator and I don't want anyone to have  a conflict of interest. Once the RFPs are released, and the Board consents to Mary, as the primary manager of the process, he will be assisted by myself, as designated by the Board to assist in the process. The most important thing is that Andrew will  help  me. Answering questions consistently and being available to every bidder, is paramount, because we don't want any bid protests at the end. We don't want someone to come back to say that some other folks were given an unfair advantage. We set up these procedures to offer a fair evaluation of the proposals as they come in. I will entertain a motion that we accept these RFPs, with the corrections noted, and authorization for me to work with Mary to publish the notice. We can talk about certain things with  Mr. Flint, because he is a potential bidder. Advertising in the newspaper for this type of service is not practical, but there are companies like that out there. I was asked to make  a list of companies that we could contact, including GMS. We have a deadline of March 30th for receipt of all of the RFPs.

 	 	 	

February 9, 2018	Lake Ashton II CDD

Mr. Mecsics moved to authorize Supervisor Mecsics to work with the Community Director on the Request for Proposals process to obtain proposals for District management and District Counsel services and Mr. Murphey seconded the motion.

Mr. Robertson: Is there any discussion?
Mr. Murphey: This is an opportunity to see alternatives. We may get an ever better offer from GMS than we currently have.  Who knows.  They work hard.
Mr. Williams: Is the east going out for the same services?
Mr. d'Adesky: No. They are going out for onsite management services. We do not have onsite management.
Mr. Williams: But they are also going out for management services. Mr. d'Adesky: No.
Mr. Williams: Then I misunderstood.

On VOICE VOTE with all in favor the prior motion passed 5-0 and was approved.

FIFTH ORDER OF BUSINESS	New Business/ Supervisors Requests
Consideration of Aquatic Plant Management Agreement with Applied Aquatic Mr. Flint: We have a current agreement with Applied Aquatic. They perform
the lake maintenance for the District. We have one specific agreement for Rattlesnake Lake. It has an automatic renewal scheduled for this month. There is a provision in their existing agreement, allowing them to institute an inflationary increase of 3 %. You will see in their letter that they chose to waive that increase and to perform services at the same price. There is an addendum that would go with this agreement, with the general terms and conditions that the CDD wants. They override provisions in their terms and conditions that are not acceptable to us. Are there any questions?
Mr. Robertson: At the last minute, they provided an addendum?
Mr. Flint: Yes. It has the standard terms and conditions. It's not in this packet, but attached to prior agreements. For example, they have an indemnification provision.

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Mr. Robertson: Are you satisfied with their addendum?
Mr. Flint:   Ours will override theirs.   Theirs attaches to their agreement, but we attach ours, they sign it, and overrides any provisions. It was attached to their previous agreement.  They are used to that form, because we use it in all of the other agreements.

On MOTION by Mr. Murphey seconded by Mr. Mecsics, with all in favor the Aquatic Plant Management Agreement with Applied Aquatic was approved.

Discussion of Correspondence Regarding Keeping CDD Lands Compliant with S.W.F.W.M.D. Permits and FWC Water Access Regulations (requested by Chairman Robertson)

Mr.  Robertson:   After the hurricane, the Southwest Florida Water Management District (S.W.F.W.M.D.) came to look at the dog park and a fallen tree on Hart Lake. At that time, we were told that we were encroaching into their permitted area. LA II CDD owns land between resident lots and Hart Lake. There's a legal obligation to leave 25 feet of undisturbed grass between the lake, before we can do any mowing. Over the years, that has not been complied with, for whatever reason, and now we are maintaining several acres beyond where we are allowed to be and are in non­ compliance with our permits.  We wanted to put out a notice to the community stating where we can legally cut. From there down to Hart Lake, we want to leave it natural, so that is what this notice is for. Having done that for Hart Lake, I received feedback that we should be doing it on Rattlesnake Lake. S.W.F.W.M.D. is responsible for the land, under our permit rules, to maintain from the property line to the water line. If you get into the water, there's an issue with different jurisdictions and it becomes the responsibility of the Florida Fish & Wildlife Commission (FWC). They allow us, if we chose to, to cull some vegetation in the water line, so we can have water access, which I think that the Board would be looking to do for individuals if they wanted to clear some of the vegetation. We already have to have a 25-foot buffer with knee high grass, between our property and the water line. Why would anybody want to go in and cut vegetation? That is something we can deal with if someone wants to ask us to do it, but

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at this point in time, I don't anticipate that many people would want to invest their own money in cleaning up the water, if we have three feet of grass. I would like to have a motion to issue a Lake Ashton II CDD plants notice to the community.

Mr. Mecsics moved to issue the Lake Ashton II CDD compliance   notice   to   the   community,   and   Ms.   Wright seconded the motion.

Mr. Robertson: Is there any further discussion?
Mr. Murphey: I wish that we could've talked about this before we made motions. Alan was out there the other day staking this out.  I think he put a flag at the end of the property line and then measured whatever the map showed and put a wind stake in with a flag, showing the wetland, according to the maps you have. What you are saying is that all of this area that Yellowstone and previous companies were mowing for years, from that wetland stake towards the lake, we are not allowed to mow.
Mr. Rayl: Correct. The stakes are the wetland buffer of the actual wetland line.
Mr. Murphey: So that is the wetland buffer. Tell me where we are allowed to mow. Mr. Rayl: Anywhere upland of the buffer.
Mr. Murphey:  Where you put the stakes, which in some cases, is on top of that berm behind our houses. On down towards the lake, we are not allowed to mow.
Mr. Rayl: That is the platted buffer on the wetland line on the plats of the development. It's in the plat that it is supposed to be maintained in its natural state.
Mr. Murphey: My point is, that area has been mowed even before there were houses there. I have been talking to people who lived in Lake Ashton for 10 to 20 years when there wasn't any west. It was an orchard. Now after all of these years, we are being told that we can't mow the area there.
Mr. Rayl: It is similar to what we found at the Pebble Beach Dog Park. There were some inadvertent likely impacts that were made. Through the years, we held those lines, but they may have been mowing to the lake a little more than previously.
Mr. d'Adesky: But now that we know about it, we can't knowingly go in and mow it.

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Mr. Murphey:  Is this the responsibility of S.W.F.W.M.D. or FWC? Mr. Rayl: S.W.F.W.M.D.
Mr. Murphey: How do we get an exception from S.W.F.W.M.D. to allow us to keep maintaining that area the same way it's been maintained for the last 10 plus years? Mr. Rayl: I was going to mention that in my report. Water lines are now static.
Things change over the years, especially when there has been development adjacent to it. On Lake Hart the buffer stays turf grass through the entire distance. On Rattlesnake Lake, so far it varies. It goes in and out. In some places, the water was at the top of my boots  and  the buffer was  in  the water,  per  the  plat.   In  other  places,  it  was  upland. What I wanted to suggest to the Board was an option to have discussions with S.W.F.W.M.D. to revisit that line and the buffers. The buffer is not consistent throughout the development. In most places, its 25 feet, in some places its 15 feet and in a few places, there's no buffer at alt as shown on the plat.  I think it's worth your time to have discussions with S.W.F.W.M.D. about the urgency of the wetland monitoring.
Mr. Murphey:  I agree.  Also, S.W.F.W.M.D. has been out here before and I know George has been out there. S.W.F.W.M.D. sees what's being maintained. When I say maintained, I mean mowed. They never said anything.
Mr. Rayl: It's not obvious. There is a lot of vegetation out there.
Mr. Murphey: We are going to have a lot of people, including myself, that are not going to be happy if all of a sudden, we are getting 20 feet of their backyard. We are going to have to let the grass start growing up, so you get a natural state.

Mr. Robertson: All we are trying to do is define where we are legally allowed to go. My suggestion is that we should comply with that and ask S.W.F.W.M.D. for some variances where we think it's appropriate. I don't mind getting variances at this point in time. Just like with the dog park, we said we didn't want to do the dog park until we had S.W.F.W.M.D.'s approval. They consider us to be a cooperative entity. If we are compliant, we can ask for a variance.
Mr.  Murphey:   I can't argue with you,  as long as we identify where all of these things are. We can look at it and if we are out of compliance, hopefully there is a way to

 	 	 	 	

February 9, 2018	Lake Ashton II CDD

get a variance, or like Mr. Rayl said, maybe adjust where the wetland begins or ends, because it's not exactly set, because of development; however, there are people living there now. One of us can meet with S.W.F.W.M.D.
Mr. Robertson: If we can get ourselves compliant and act quickly, it won't grow very much. Being in compliance is probably a better starting point than saying, "I cheated and I want to keep on cheating".
Mr. Murphey:  We didn't know we were cheating.

Mr. Robertson: I know, but we also had to provide a pond on the other side for storage. To start with, I want to get a variance. I would support that motion.
Mr. Murphey: Are we going to need a motion?
Mr. Robertson: It would cost money for signage, etc., so I recommend a motion. Mr. Flint: You have a current motion on the floor.

On VOICE VOTE with Ms. Wright, Mr. Mecsics, Mr. Robertson, and Mr. Williams in favor, and Mr. Murphey dissenting the prior motion was approved; passing 4-1.

Mr. Robertson: The second motion would be to take all actions necessary to work with S.W.F.W.M.D. to obtain a variance for us to continue to maintain and mow down to the native grasses.

On MOTION by Mr. Mecsics seconded by Mr. Robertson with all in favor the Board approved taking all actions necessary to work with the S.W.F.W.M.D. to obtain a variance for the District to continue to maintain and mow down to the native grasses.

Discussion of Window Repairs in Fitness Center (requested by Chairman Robertson)
Mr.  Robertson:   We received a final quote to repair the windows in the Fitness Center. Is there a motion from the Board to approve the bid for the window repairs in the Fitness Center?
Mr. Murphey: I hope there's an end to this at some point.

February 9, 2018	Lake Ashton II CDD

Mr. Robertson: Yes there is. The others are in and working properly. We did some from the inside and some from the outside. We found that the least expensive option was to go from the inside and keep the window the same size. The first ones, we cut down half an inch and re-installed with stucco and a drain underneath the window. That is a less expensive solution.

Mr. Williams: Did we have that area inspected? Mr. Robertson: Yes. We checked the wall.
Mr. Williams: There must be 10 windows back there. Mr. Robertson: There are nine.

On MOTION by Mr. Mecsics, seconded by Mr. Robertson, with all in favor the Board approved moving forward with the window repairs.

Discussion on Security (requested by Supervisor Williams)	
Mr. Williams: I have two items. Awhile back the Board approved an 8:00 p.m. to

4:00 a.m. roving patrol.	On certain dates that changed.	I'm just wondering how it changed without it coming back to the Board.

Mr. Mecsics: On page 17 of the minutes, someone asked if additional personnel to cover the HFC was going to be included on the agenda, to cover the time that no one was here. We discussed security services and providing some weekend coverage, because no one was assigned here. It was temporary over Christmas and at the last meeting we modified that, so we would get someone in here from a staffing standpoint.

Mr. Williams: Without a motion and approval, we can change it. Mr. Mecsics: We talked about it.
Mr. Williams: I understand what you read, but it wasn't a motion.
Mr. Mecsics: We didn't have to do a motion, because we didn't change the scope of the contract. All we changed was the location. I'm not trying to belabor this, but it's a valid point. When we get someone to cover those hours, that officer still has to perform checks.
Mr. Williams:  Absolutely.

February 9, 2018	Lake Ashton II CDD

Mr. Mecsics: This is a stop gap measure, based on discussion at the last meeting. Mr. Williams: Were you going to say something, Andrew?
Mr. d'Adesky:   No.   It seemed like the Board intended to have some flexibility, based on previous direction.

Mr.  Robertson:    I  thought  we  discussed  that  when  staff  takes  a  lunch  break around noon, the security person covers the desk, so there wasn't a half-hour window on weekdays. They would be there to give staff a break and still have coverage at the front desk

Mr. Williams:   The second item was that I would like to hear some updates.   I understand that you get all kinds of statistics about what they do and what they are finding. At least I haven't heard anything. As part of our process, is there some way that we can get an update on what security has seen or doing?
Mr. Mecsics:  Yes.  I will send George information about the patrols and signage.
Mr. Williams: Or at least a summary, so we know what's going on, because as we look at security in the future, we have some idea of what's been happening in the past.

Mr. Mecsics: Yes. It's no problem. Mr. Robertson: Good idea.
Mr. Williams:  When does the current security company contract expire? Mr. Flint:  I will get you an answer.
Mr. Williams: The reason that I am asking is, I don't know how you feel about
this Jim, but I continue to hear from a lot of people that we really don't need 24 hour road enforcement. What they are looking at is $60,000 for an additional 12 hours.
Mr. Murphey:  It is a lot of money.	
Mr. Mecsics: It's less than $1.00 or 99 cents per home.

Mr. Williams:  When you break it down like that, it doesn't look like a lot of money. Mr. Mecsics: We are saving money.
Mr. Murphey: $1,800.
Mr. Williams: Still, you are saving money that we are spending. Maybe it can go in somewhere else. I'm passing that along.

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Mr. Murphey:  I spoke to them and asked a lot of questions .  He doesn't agree on a lot of things .
Mr.  Williams:   I spoke to the  east  security  officer and I believe he has  18  hour patrols.   I  asked them if they had any issues, problems, robberies, etc.  and he said no.

We  have  people  going  around  in  a  car.	They  are  CAP  members.	As  far  as  I  am	 concerned, they are doing the same thing. There are days that you have patrols. I'm
just bringing it up as something to consider.
Mr. Mecsics:  That' s a good thing.  We have a lot of CAP members.  I was a CAP member.   Driving around the  community,  gives you a different  perspective.  When
those patrolmen out there providing security, they were also looking for things such as

broken lights and the condition of the roads.  We have the community watch and CAP.	 I don't want to offend anyone from CAP, but it's not the same.  Our security officers get
40 hours of training, but CAPs only get 6.5 to 7 hours of training. I think those guys are great, but it's a whole security system. If we were having robberies, breaking and entering, etc., I would be looking for a new security company. An officer riding around late at night or during the day, provides a visual deterrence. I'm looking at a company that does vetting on all contractors. Its voluntary. They get a card and it costs the contractors  $35.   Its free  to  us.   They  give us  a listing of contractors.   It's sort of like
saying,  " Your  contractors  are  already  vetting".    They  had  a  background  check,  etc.    It actually gives you more confidence for the safety and security of our community . We are looking at that as well.  I wish I could tell you that we had a couple of breaking and entering, but we don't. It tells you that the system is working. That's a good point.
Mr. Robertson: One of the things that we looked at is our amenities for people to have when they come in here. There's an expectation. We used to have 24 hour security  in  the  facility.    At  noon,  they  are  no  longer  here,  so  they  are  no  longer providing 24 hour security.  If an event happens, are we liable?   Could a fast and fancy lawyer come at us? We bought the 24 hour security and now someone is injured. Is that a liability that we have to consider in this process?

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Mr. d'Adesky: When you bought your house and sold it, one of the things that you have to consider is what the developer was doing. A lot of times, the developer in many communities, and this community is no exception, makes certain promises and
assignations. If they say there's 24 hour security, it's not the CDD's duty to maintain promises that the developer said in perpetuity. It's this Board's duty to preserve the amenities and public assets to the best of their abilities. I said before and respectfully, it's a secondary benefit because there are no burglaries and break-ins in private homes.
It's not our responsibility. That is the police department's responsibility to support the residents of this community, but primarily, we are looking at the amenities. Could we be sued? Of course. Someone could try, but we are not obligated to provide 24 hour security for the building; however, in looking at the best interest of protecting the facilities and the building from damage and people's use of the building, I think it's reasonable to say that's in the Board's best interest, but that's your policy decision.
Mr. Robertson: Thanks, Andrew. Is there any further discussion on security? If not, we will move on.
Mr. Flint: A three year contract expiring March 31, 2020, with a 30-day termination.

Discussion on Credit Cards (requested by Supervisor Williams)
Mr. Williams: I know that we talked about credit cards in the past. I had some questions from residents and I was thinking that when we first approved it, we approved a $5,000 level on the credit card and provided Doug with the authority to use it for anything below that.  I could not find anything in the minutes.  My understanding was the purpose of that was to maintain supplies coming in, taking care of things and replacing anything that was broken. We have gone beyond that. I'm not saying that I would've done anything different. We looked at the lobby as a project to remodel and restore. I don't know if we are over $5,000. We did it item by item and added it to all of our costs. I don't think it's fair to continue doing it item by item. I think it's fair to say to leave it at the same level. I really don't care, but my proposal would be to use the credit card only for maintaining supplies and fixing things that are broken. Otherwise, as a Board, we should have something to say about it.

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Ms.  Wright:    The  original  agreement  and  discussion  was  to  authorize  the Chairman to have the ability to spend up to $5,000 without bringing it to the Board, partly to stop us from having a Board meeting every two or three weeks, when something was needed and was under that $5,000 limit. We gave Doug the authority to use the credit card.  We did not make any specific parameters of exactly what it was for, whether supplies or furniture or replacements. We simply authorized him $5,000 without bringing it to the Board. That was for our convenience as much as anything.
Mr. Robertson: That's true, but in a lot of cases this came in very handy, if something was going to cost us $50 to $100 or $1,800, it was under my authority to do it, but I agree with you, Stan, that maybe we should revisit it.
Mr. Williams: I would like to be notified when you have an expenditure like that, because we purchased and ordered a couple of things that were a substantial cost, such as our desk.
Mr. Murphey:  The Board approved the desk.
Mr.  Williams:   I am just using that as an example.   There has been a couple of fairly large purchases. When I say large, I mean $1,000 to $3,000. I asked Mary to keep us more informed on what's going on. I doubt very seriously that we would just agree on anything that you bought. Your intentions are good. As Carla said, it makes it very convenient, so you don't have to wait three months.
Ms. Bosman: The payment of those invoices are in the check run. Every time we get this, it is good information. They can be downloaded online. Do you want to have a Board meeting when Doug wants to spend $3,000?
Mr. Williams: No. I'm just saying that you bought a vending machine. Ms. Bosman: If its already been invoiced, you can check at any time.

Mr. Robertson:   I understand.   I think the issue was the media room.   I bought some things to make it functional.  I had a couple of things that I am going to bring up today that are within signing authority, but if you think I'm going in a new direction, I don't want to just do it on my own. I don't think it's appropriate. I agree with you. Regarding the vending machine, we had a lot of requests for people to be able to get

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snacks after they are exercising. The cost of the vending machine is a little over $2,000. I can purchase it, but I would rather that the Board decide about the vending machine. That's an example. I don't want to go out for these items wholeheartedly on my own.
Mr.  Mecsics:   When  we  discussed  it  that  is  what  we  had there  as  far  as  the integrity. I think communication is great. I agree with Carla that we should not have a meeting in that situation, just I had certain ideas about security. If you had something that you were assigned and you did that at your discretion, then that's the way it is.
Mr. Williams: It was just a discussion.
Mr. Robertson: That is a good discussion. I appreciate the feedback.

Discussion on Vending Machine Information
Mr. Robertson:  As we were just saying, there are two options.  One way would be to purchase it. Another way would be to get a lease.
Ms. Wright:  A free lease?
Mr. Robertson: A free lease where a vendor would put in a vending machine for us and manage it. We could find out how profitable it was for us and if it was something we would like to take further control of. We have a way of offering that service at no expense or no risk for ourselves, if the Board chooses to have a vending machine to support activities in the HFC. Is there a discussion or motion?
Mr. Williams: I am not here on a day-to-day basis, but I assume Mary has a lot of feedback and so does Karen. If they think it would be something that residents are interested in, then I am all for it.
Mr. Robertson: I agree.
Mr. d'Adesky: Could it be subject to us reviewing the agreement to make sure that it is legal?
Mr. Robertson:  Yes, of course.
Mr. d'Adesky:  When its free, there's probably a termination provision.
Mr.  Williams:	There was a lot of feedback from Mary.   She considers this the way to solve the problem.

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Mr. Murphey:  I agree.

Mr. Robertson: I would like for Mary and me to be authorized to engage in a contract that is satisfactory to our lawyers and protects us.

Ms.   Wright  moved  to  approve  the  lease   of  a  vending machine and authorize the Chair and Community Director  to engage into a contract, subject to review and approval by District Counsel, and Mr. Murphey seconded the motion.

Mr. Williams: Are we getting anything financially out of this? Ms. Bosman:  Its service only.

Mr. Williams:   So we are not getting any kind of monetary compensation.  I just read in the newspaper yesterday morning about a child that crawled into a Beef O'Brady's claw machine. If this is provided by an outside company, I assume that we would have liability.

Mr. d'Adesky:   They are going to sue you, but the vendor that services it would be responsible. They must provide a survey to make sure that you have enough customers to make it serviceable. On top of that, they would be the ones stocking and servicing it. I would have to look at the final contract to make sure that they are not applying any liability on us.  As a government, we can't indemnify.

Mr. Robertson:  That was a very good discussion.
Mr. Williams:  My main concern was a child reaching up and grabbing something.

On VOICE VOTE with all in favor the prior motion passed 5-0 and was approved.

Residents shouted "No".
Mr. Robertson:  This is not how a community works.  We have to follow a process. Mr. Williams:  Is it approved after District Counsel approves it or is it a done deal? Mr. d'Adesky:  If it is sufficient, I will provide it to the Chairman for execution.
Mr. Robertson:  If he has concerns, then we obviously won't do it and will bring it back to the Board.

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Discussion of Items on Joint Meeting Agenda
Mr. Robertson: Is there any further discussion from ourjoint meeting today?
Mr.  Williams:   Two things were brought up that fell by the wayside.   The first one was the interlocal agreement. I brought it up, but folks on the other side didn't think it was viable or something we needed to look at. I think there is a concern and it is worthwhile to pursue it, but I don't know how we go about that. It felt like it got ignored.   If we want 20/ 20 information, we have to do something.

Mr. Mecsics: Stan, we are both getting stuck on the interlocal agreement and I'm glad that you talked about it, because I think we need it. Whatever we do here affects the east. I recommend that we appoint one of our Board members to interface with whatever Board member they have on the east side to look at such things. One of our residents came by the other day, during office hours and asked, "Has there ever been any thought about looking at all of our resources from one perspective ?" I never thought of that myself. Maybe we should have someone be appointed as our focal point, so when issues come up they can interface with the east side. Do we have a volunteer?
Mr. Williams: I will do it.
Mr. Mecsics: Is there anything else?
Mr.  Williams:	The  other item  was  amenities  management.	That  was  talked about, but nothing was decided.
Mr. Murphey: It's a Board function.

Mr. Williams:	There was a lot of talk about looking at having one District Manager of the amenities. I thought that sounded like a good idea, but again, it failed.

Mr. Robertson: There is a process that we are going through right now with the RFPs. I don't think that precludes us from looking at ways to cooperate in the future. Right now, we have to continue what we are doing. I understand that doesn't prevent us from looking at ways of going forward. Regarding having an interlocal agreement, I don't think that the one we have right now is working. Its sufficient for the moment, but I anticipate that it won't be sufficient going forward. All of these things that we are talking about would need an adjustment. If you were going to take on that

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responsibility, that would be great. It allows us to show that we are keeping the interlocal agreement live and current, so we don't get ourselves in a non­ communication trap. When the parking lot company paved the parking lot, I had an opportunity to look at all of the streets again, identifying depressions around the parking lot and bumps around the community.  We marked all of those and there are
We did a patch job last year, so they are willing to do milling around it and filling it in.	The price to do that is $1,900.	It was Alan's recommendation that we set aside
$25,000 a year towards maintaining the roads.	This year's cost for the patching was
$1,900. Do we want a motion or do you just want me to do that within my authority?
Mr. Williams: I sent you pictures of a place where residents were complaining about water piling up around their mailboxes. Is that part of it?
Mr. Robertson:  We went through with the experts and they pointed out the ones that they were going to work on. There was nothing that would cost a significant amount of money. After it rains, they looked at them. One was from sprinkler heads that were left on for an hour. The worst one is on Dunmore Drive, opposite my house. Roots caused the concrete to raise, so it's no longer draining to its proper spot.
Mr. Williams: That's one that I sent to you a year ago.
Mr. Robertson: They are going to saw cut it to provide delineation. Mr. Williams: So that's in there?
Mr. Robertson: Yes, it is.
Mr. Williams: So I can tell those people that it is going to be fixed.
Mr. Robertson: Yes. It is under $2,000 for this year. From the $25,000, we would have some money to actually build roads that are needed in the future. Ongoing from year-to-year, we can probably maintain a lot fairly efficiently.
Mr. Williams: When is the work intended to be completed?
Mr. Robertson: That's part of the parking lot work. They will be doing it at the same time, so there are no mobilization costs.

Mr. Mecsics: In regards to that, Alan and I talked before the meeting regarding service of the road. I'm an engineer and I know that a lot of folks are talking about

19

 	 	 

February 9, 2018	Lake Ashton II CDD

engineering work. Some people want to put asphalt down and we don't want that at all. Are there some pictures that they can give to us so they can see what it is going to look like? I trust you and believe in you, but I would like for them to see that, so we can see what it looks like from that perspective.
Mr. Rayl: I can provide some pictures.
Mr. Robertson: I received a lot of requests to fix the internet access in this building. We had meetings with ARC and they can't get on the internet. Many times, they had limited access. We asked Mary to come up with a plan for us to have proper coverage through the entire building, so that our cellphones work and we have internet access. Quite often when we have an activity and people are on their phones, our system goes down because its 10 to 15-year-old technology. For $2,000 to $2,500, we can have  internet access.   I haven' t reviewed  the proposal yet,  which  is with CDW.   They have systems that work, so everyone can get access. I didn't want to approve it myself. I wanted the Board to participate.
Mr. Murphey: You started to talk about the parking lot and pickleball courts.
Do you have any updates on a timeframe?

Mr. Robertson: They are currently working on another project. That's why they are doing it in stages.  They have the silt fencing in.  We always maintained a policy that we want to have our ponds working properly. We had two spots on the new pond where there was a lot of erosion. My criteria in working with Alan was that if you can get the mowers to mow, then we are okay. We have two spots where you can't mow. In one area, it's too steep and there's an erosion ditch. When we start filling the ditch, we are going to take the dirt and get that fixed at the same time.
Mr. Williams: A couple of meetings ago, we were talking about the possibility of having stop signs at the end of Pebble Beach at the HFC building and then coming the other way. I think we should look at the original plans to see if the builders put those in.
Mr. Rayl: I looked at the plans that were approved for the extension of the development.  They showed a stop sign and stop bar at Pebble Beach Boulevard.  There will be free flow through that intersection.

February 9, 2018	Lake Ashton II CDD

Mr. Williams: So, if we want to do that we have to do it at our expense.
Mr. Rayl:  Correct.  The stop sign is holding the street sign right now.  There is no stop bar. That is the only thing that the developer is lacking in the improvements that were proposed and approved. Anything above and beyond that would be on us to do.
Mr. Robertson: I am still trying to get them to pay for it.

Mr. Mecsics: I spoke with a traffic engineer and graciously offered to help him. He is a civil engineer that focusses on traffic. He is going to be working with me on coming up with a traffic engineering plan.

SEVENTH ORDER OF BUSINESS
(This item was taken out oforder)

General Audience Comments

Mr. Zelazny: I have a couple of issues regarding the joint meeting. One of the agenda items was to discuss the consolidation of CDD #1 versus CDD #2 and make it a joint operation. It's a great idea to have one community and one overseeing body; however, I thinl< it was premature to take it to a joint body when a presentation was not made to our members on what you want to do. Maybe your constituents don't want to do that. Maybe they don't want to do it by virtue of the model that was presented to the Board members, but before we go to the other side, let us know what you proposed, so we agree with it.  Secondly, I think Stan is right.  We still need to aggressively seek to improve the interlocal agreement between the two communities on amenities. That could be the first step in moving towards one community. The third item is on the discussion with the golf course and other facilities. I encourage having a larger group represent the community, rather than a smaller group. I don't know what the right number is. A bigger number than two would help. I think that the Board should have a series of workshops led by residents within the community to provide recommendations to the Board on the advantages and disadvantages of purchasing all or none of the above items.  Then find possible usage for those items.
Ms. Farland-Vogt:  Collette Farland-Vogt, 5300 Hogan Lane.  I was at the meeting this morning and I would like to see the meetings tightened up. I was there for two

 	 	 	 	

February 9, 2018	Lake Ashton II CDD

hours. Stan mentioned that he did not know where we stood about whether or not we are going to share amenities. You had a discussion for 40 minutes and then another CDD Board member said something totally opposite of what it seemed and they wanted to put into motion what the people had just said, which confused the audience. Then you come to this meeting and are not sure of what exactly is going to happen. That's how rumors start. There are so many rumors going around Lake Ashton. At the end of the discussion on each topic, I want to hear what direction you are going to go in and what Board members need to do what. There needs to be tightening up of the meetings. I stayed for two hours and I felt like it was a waste. Thank you.

Mr. Robertson: With the Sunshine Law, this is the only time that we can discuss things. You are right in one respect. A lot of times it is just a discussion that we are having. We are not making any decisions. We might say that we are talking about buying the golf course, but obviously we can't make a decision right now. I sympathize with your point, but unfortunately because of the Sunshine Law, we can't discuss things outside of these meetings and we all have to make these types of decisions.
Mr. Cinquino: Alan Cinquino, 5413 Hogan Lane. I understand when the park sustained damage from the hurricane, when S.W.F.W.M.D. came out and said that we were intruding. How did it start with the decision that we were intruding by mowing into the buffer zone? Where did that become an issue?
Mr. Robertson: S.W.F.W.M.D. saw the intrusion and said that it had to stop. Mr. Cinquino: They themselves?
Mr. Robertson: They themselves.
Mr. Cinquino: In the interim, I understand what action we are taking to comply. I'm not sure that I agree. I would rather not comply, but obviously that's your decision. How long do you think it will take if we comply before we get approval for a variance? How much grass is covered and how long do you anticipate the process will take?

Mr. Rayl:   This is a non-standard action by the District.   The wetland lines that we have are shown on the plats. Usually the wetlands are covered with conservation easements. It's not going to be a variance. They don't have a process for that. It would

February 9, 2018	Lake Ashton II CDD

involve modified permits. Some areas could be restated at the wetland line, resurveyed and then evaluated. It's a non-sequitur and doesn't have a timeframe like the permit for the pickleball courts.
Mr. Cinquino: That's what I suspected as a government non-standard type of operation. I would like for you to reconsider your motion to comply. I don't think 15 years of doing this needs to be overturned immediately. It is of no threat or inconvenience to anyone. If anything, it will be an inconvenience to the people that are used to having that area mowed. I noticed that they just staked out behind Lake Rattlesnake where I live today. I don't think we need to change anything until we get a firm decision. Maybe we need to comply, but I don't see the reason that we have to comply. It is just something that I wish you would reconsider, because I think that we could all possibly see this process taking a year or more to get finalized. The other subject that I wanted to address is that I'm opposed to merging the CDDs. I have no problem with joint amenities, economic and social purposes. We are one community, but since I have lived here, it's been so contentious in the east, as opposed to the west. This is much more community friendly. I'm not looking to pick a battle with them, but look at the latest situation with the traffic. When we have a problem here, we talked about it. If people weren't stopping at the stop sign, we would have a police car out there and put up a sign to monitor the speed. That is a nice passive way to treat your community. You don't get into these gestapo tactics and invite the police out and write tickets. Yet all of these people with $174 tickets were legitimate stops. In addition, Lake
Wales doesn't even have their sidebars in the correct place, so their interpretation is that
you need to stop twice at a stop sign. This kind of nonsense is not what we need in our	 community.  The bottom line is that I like the way you operate here and right now, let's
keep it the way we have it.
Ms. Corley:   My name is Carol Corley.   I requested to speak on the dog park.   I was going to hold that to the end, but since it was brought up several times, I wanted to find out what is happening. We drove by it today and the gate was open, so is it available.  If not, when is it going to be available?  Thank you.

 	 	 	 	

February 9, 2018	Lake Ashton II CDD

Mr. Robertson: We have approval from S.W.F.W.M.D. verbally that we don't have to change the dog park at all, which means that it provides water to our CDD.  The requirement was that the golf course sign, a document saying that this is how it would be. Alan says that we have done enough and soon as the golf course is laid, the Board has already authorized me to transfer the land and sign the contract. The gate is open because the landscaper needed to mow, but we were lold that we are not allowed to use it. I think we are within days of getting final certification and we will get the sign transferred. Hopefully, within the next month or six weeks we can get that done.
Ms. Corley: Thank you for the update.

SIXTH  ORDER OF BUSINESS	Staff and Board Reports
Attorney - Update on the Sunshine Laws

Mr. d'Adesky: I will start working on those projects. Supervisor Murphey mentioned earlier that we should navigate any communications through George and I or whoever is your counsel and your manager, to avoid any potential Sunshine issues to make sure that everything appears right. That's all I have to say.

Engineer
Mr. Rayl: I had a few action items to report back on after our last meeting. One

was the intersection and we covered that. There's the ability to still get assistance from the developer, which is very much to our benefit. On December 28, S.W.F.W.M.D. sent out a request for additional information. All they asked for was that one of the forms be completed with the golf course as the owner, signing that they are submitting for this permit. It is dated today for that signed document to get back into that consultant's hands. He said that he was going to upload it today as of noon, but he has not been back to the office. Once that is submitted, it will allow S.W.F.W.M.D. to finalize the permit modification as Mr. Robertson said. The boundaries of the dog park will have to change. Once that permit is issued, that clears the issue on the land and it could be transferred to the golf course. We have been out here this week staking the wetland buffers. I expect to be back out here tomorrow finishing Rattlesnake Lake. I am happy

 	 	

February 9, 2018	Lake Ashton II CDD

to say that the pickleball courts are now under construction. They mobilized and have their construction stakes out. Mr. Robertson said that they will be taking some excess material off of the site to fix a few erosion areas on Pond #16 in the new section with that excess material. The last thing I had was in the new section, Ponds #1 and #16, are not S.W.F.W.M.D. compliant. We are going to look for the developer to bring those up, before we receive it, so we don't have to go in and make repairs, like we do on the other systems on the other ponds. That is all I have in my report.
Mr. Robertson: I met Mr. Maxwell last week at a gym meet. He will transfer the dog park. There was some discussion about some other issues to try to link it into something else and that didn't happen so they said yes, they will give us the dog park.

CDD Manager
Mr. Flint: I don't have anything.
Mr. Robertson: George is a very important person. I speak to him on a regular basis and get guidance on what we are doing here. I appreciate his support.
Lake Ashton II Community Director

Ms. Bosman: Due to the complexity with the agendas for the last two meetings, I'm going to be brief. First of all, our median is completed. The guardhouse was painted. It is painted once every 10 years. I think that is reasonable. I invite you to come down to the hallway and look into the cleanup rooms. They all look good. Also, because of the actions taken today by the Board, we will be proceeding with the french doors. I believe there was a situation where you received a better price. When the contractor replaces the windows, they will install the doors. We have a new person at the front desk, in response to the Board's vote on a new staff member. Her name is Rosemary Stoner and she agreed to work on a flexible schedule; sometimes working full-time and other times working part-time. I think that is an ideal employee. Her personality is wonderful. I invite you to stop in and say hello to her.
Public Safety

Mr. Mecsics:	Our security is  led by Brian.	He has undergone some surgery. Please keep him in your thoughts. There has been some police presence. We are going

February 9, 2018	Lake Ashton II CDD

to have selected traffic enforcement. That doesn't mean tickets for everything, just for speeding. It is clearly at their discretion.
Landscaping and Lak es
Mr. Murphey:   I have nothing new to report.   We continue to monitor the lakes and ponds. We continue to have a problem with one of the ponds, which is the one going from Hogan Lane to the driving range. That pond is surrounded by trees and houses, so it doesn't get any movement. When we had a heavy rain the other day, I went by there the next morning and it looked good, but now it is starting to scum up again. I have been in constant contact with Applied Aquatic. Unfortunately, they just can't spray it and kill everything. They have to do it over time. I know the residents over there have been patient, but I did have one resident look into a bubbler system.
Mr. Flint:  It's an aerator.
Mr.  Murphey:   An aerator in that pond.   If they can't get it under control soon, I'm going to come back to the Board and try to get approval for that. We obtained some prices for different possibilities. It's really an awful pond. It is unbelievable that the flowers they planted out here survived the freeze, after so many other plants and trees died. They are certainly taking their job seriously.
Financial Reports
Approval of Check Run Summary
Mr.  Flint:   You have the check run summary through the end of January with Checks 1867 through 19467, totaling $954,255.10. You will note that there is a $400,000 check in here that moves funds from the general fund into the State Board of
Administration, which is your investment account. You will also see some transfers to	

the trustee for the debt service fund. Those are not expenses, but the movement of funds. We get the money from the county in one check and we have to transfer that to the debt service fund. Are there any questions on the check run summary?
Mr.  Robertson:   You can  see  some  very  large amounts  because  the  funds  are going from one pocket to another so we didn't just spend $900,000. Are there any issues with the check run? If not, we need a motion to accept it.

26	

February 9, 2018	Lake Ashton II CDD

On MOTION by Mr. Murphey seconded by Mr. Mecsics with all in favor the Check Run Summary was approved.

Combined Balance Sheet

Mr. Flint: You also have the unaudited financial statements through December 31st. This represents the first three months of fiscal year 2018. No action is required by the Board on the financials. If you have any questions, I will try to answer them. As of the end of December, we are collected 50% on our on-roll and off-roll assessments.

Mr. Murphey: Are collections running as we expected?
Mr. Flint: Yes. You need to keep in mind that the developer's property is now on the tax roll.  He typically waits until March.  That is a significant portion of your on­ roll assessments and will impact your percent collected. If he pays on March 31st, you are going to see a lower percentage, compared to prior years when it was direct billed.

Mr. John Kemp: At the last Board meeting, we asked what the cost of hurricane repair was. I'm still waiting for a response. What did it cost us to fix the building? Secondly, at the last meeting, we talked about how much money was spent on non­
approved projects that were not in the budget?  I can give you a couple of examples,
such as the fitness center windows, parking lot, lights, french doors and landscaping the	            parking lot. None of those were in the budget this year. We asked how much money

was left in capital project reserves. If you were going to spend any more money out of that, there should be a report on how that number goes down. Last time the Board said that they had money and approved two other items. Today, Dan just said, "We have money" and I'm asking how much money and where is it coming from? Thank you.
Mr. Robertson: George, could we have that for the next meeting?

Mr. Flint: We can put a summary together of the hurricane expenses, unless Carla already did that.
Ms. Wright: I'm working on it.

Mr. Flint: We can assist Carla with that. The unapproved expenses are hard to quantify, because you have discretionary funds in a number of different line items. How you classify something as an unbudgeted expense is difficult.

 	 	 	 	 	 	 	

February 9, 2018	Lake Ashton II COD

SEVENTH ORDER OF BUSINESS	General Audience Comments
Mr. Ellwanger: Joseph Ellwanger, 1209 Sawgrass Drive. My first question for this room is landscaping for the lift station at Oakmont and Sawgrass Drive. The Sales Office said that it is this Board's responsibility. Yes, I understand that we are passing the buck here, but they say that this group has to pick what is going to be planted before they can plant it. I'm thinking that since a year had passed, the developer has not had to spend that money. Could there be some communication from this Board and the developer? It is surprising, because he has two lots that are non-sellable until he does that. That's my first item. Secondly, I have comments pertaining to Item SA. Does the golf course fall under any different qualifications with S.W.F.W.M.D.? Many of their ponds are landscaped down to the water level and are not cut. Since you are talking about Pond #16, which is near to where I live, I'm certainly interested to see how that is going to be handled. Regarding Item SE, the discussion on credit cards, may I suggest that this group come up with a dollar amount for discussion, so the discretion is not upon one individual to charge to a credit card.
Mr. Robertson: We have already done that.
Mr. Ellwanger: I am the treasurer of a couple of organizations that are bonded. I worked with the county and the U.S. Government on expenditures and budgets. Our Chairman has certain discretionary limits. The way that you have this structured is very dangerous. These accounts have nothing to do with who has the credit card, but when you say that this person can spend $S,000 at their discretion on anything they want, the chance for abuse is huge. In groups where the Chairman has a credit card, they have a per instance and per month agreement. I think maybe you want to consider an initial deposit of $1,000 and put a condition not-to-exceed $S,000 without calling a meeting to have to prove it. That would be my recommendation. The way you have it set up, as long as they don't go over $S,000, they could spend the entire treasury and there's nothing that you can say about it. You are always asking about liability. With this kind of lax financial oversight, you aren't exercising your fiduciary duties to control the budget.  Thank you.

 	

February 9, 2018	Lake Ashton II CDD

Mr. Reagan: I am Ronald Reagan. This community gets 24-hour security, but when I bought my house, I had the impression that we would have 24-hour security upfront. I don't know if they are getting liability about that. That's all I have to say. Thanks.

Mr. Urban: Jan Urban. Correct me if I am wrong, but is the vending company going to put the machine in, collect the money and leave?
Ms. Bosman:  Yes.
Mr. Urban: I have a lot of experience with vending machines. I was the CPA President of my school. The way it worked is they put the vending machine in, without a percentage of the sales on the vending machine, back in cash. If you do it this way, I am going to wash cars for $5 each in front of the HFC and use your water. The vending machine company will use our electricity. It could be an insignificant amount, but that's not the idea. They get $1.00 for a package of M&Ms, which is 25 cents an ounce or $64 a pound for M&Ms. Do we want to pay them $65 a pound for M&Ms or do we want to find a company where they are going to cut us a check every month?

Mr. Zelazny: I have two issues. First, I want to talk about the 20/ 20 study group that came out. A number of members on the committee are here today. There were 400 responses to a community-wide survey, which is over 1,000 hours of time that it took for residents to come up with a plan. That plan started with recommendations to the Board almost a year ago. It was followed up three months after that, and you received a final report in August. No action was taken whatsoever, to my knowledge on any of the recommendations. The recommendations were near term, mid-term and long-term. Half of the short-term has already passed and no action was taken by the Board, whatsoever. There were 1,000 hours of man-hours from these people and they deserve more than just being put to the side and into a drawer. Lastly, I think that the frequency of the meetings need to be increased from every three months. Look at how long it has taken just to move on the pickleball courts and how long it has taken us to get repairs done.  We need to be able to make decisions quicker.  I recommend that we move to meeting every other month, instead of every three months. Thank you.

29

February 9, 2018	Lake Ashton II CDD

Mr.  Thomas:   I am Jarrett Thomas and I live at 5361 Hogan Lane.   I wanted to comment about the vending machine concept. I'm opposed to it, because of the litter it's going to create from wrappers and snacks. I expect that word will get around and the landscapers and construction workers here will find out that there are vending machines here, since they are some distance from being able to buy a soda down the road. People can bring their own drinks and snacks. We are playing cards tonight and I will bring whatever I want. Having a vending machine will cause a litter problem and unauthorized people coming into the building to use the vending machine.

Ms.  Crary-Leh:   I am Gloria Crary-Leh of 5072 Pebble Beach Boulevard.   I have experience dealing with S.W.F.W.M.D. They hold all of the cards. If we don't treat them nicely, they are going to hit us with fines. I know this firsthand because I was one of the neighbors that removed that forest of dead trees.  It was a procedure and a half.  I had to get approval from everyone. One thing they told me is to have somebody licensed and insured. There was a whole litany of things that had to be in compliance, because if it's not, it's going to be inspected and you are going to get slammed with fines, both you and your community. Let's be careful. Secondly, I've been sitting through these meetings and what stood out was that I honestly don't see how we can be one CDD, even with the interlocal agreement. I don't know. My suggestion is to be cautious and proceed with caution.  Thank you.
Mr. Kemp: I'm sorry. I feel like I have to follow up now, because something happened between the time  I  spoke and the time  I  sat down.   My issue about the
landscaping and the lakes and the  buffer  zones,  I  thought had been  decided, but	 apparently it was decided differently than what I was under the impression of. I guess
what I'm asking you is that you reconsider whether you are going to comply. The other issue that I was disturbed by is after I complimented you about your community friendliness regarding the police, you announced that you are now putting a police officer out there.

Mr. Mecsics: Negative.
Mr. Kemp: Did I misunderstand?

30

February 9, 2018	Lake Ashton II CDD

Mr. Mecsics: Yes, you did. The Winter Haven police come out here to enforce speeding. As far as the interlocal agreement, that's not happening here.
Mr. Kemp: So nothing is changing here.
Mr. Mecsics: No, but you have patrols on Pebble Beach and Hogan.
Mr. Kemp: Then I reinstitute my compliment. The other question is will you and when will you reconsider the motion that you passed to maintain or not maintain regarding the landscaping? What is the procedure?
Mr. Robertson: We passed a motion to comply with the S.W.F.W.M.D. and asked for an evaluation to see what we are allowed to do. There is an obligation to be compliant, but that's a passive obligation at this p�int in time. Right now, we were advised to let it grow back, which will take some time.
Mr. Kemp: So you feel that compliance is the best issue?
Mr. Robertson: Absolutely, at this point in time. We are going to start a discussion  with  them  that  says  what  we  can  do  and  are  allowed  to  do.    We  were complying in the past. I would expect that they would be cooperative with us.
Mr. Kemp: Okay. Thank you.
Mr. Robertson: Are there any further comments? Not hearing any,

EIGHTH ORDER OF BUSINESS 
There not being any further business,

Adjournment

On MOTION by Mr. Williams seconded by Mr. Murphey with all in favor, the meeting was adjourned.

Secretary / Assistant Secretary	Chairman / Vice Chairman

31

2379 Broad Street, Brooksville, Florida 34604-6899
(352) 796-7211 or 1-800-423-1 476 (FL only)
SUNCOM 628-4 150 TDD only 1-800-23 1-61 03 (FL only)
On the Internet at: WaterMatters.org

An Equal Opportunity Employer

Bartow Service Office
170 Century Boulevard
Bartow, Florida 33830-7700
(863} 534-1 448 or
1-800--492-7862 (FL only)

Lake Ashton II, COD 
500 South Florida Avenue, Suite 700 Lakeland, FL 3380 1

Sarasota Service Office
6750 Fruitvllle Road
Sarasota, Florida 34240-9711 
(941) 377-3722 or 
1-800-320-3503 (FL only)

Tampa Service Office
7601 Highway 30 1 North Ta mpa, Florida 33637-6759 (813} 985-7481 or 
1-800-836-0797 (FL only)

April 02, 201 8

Subject:		REMI NDER of Inspection Report Coming Due Permit No: 440277 1 0.001 
P roject Name: Lake Ashton West - Atlee Addition

A condition of your permit requires that you submit an inspection report to the District in accordance with a specific schedule. This inspection report is due on June 20, 201 8. This letter was generated to remind you of this requirement in sufficient time for you to complete the
inspection and submit the report to the District by the due date.

Inspection reports provide assurance to the District that the surface water management system is properly operated and maintained . The inspection report must include the District form "Statement of Inspection for Proper Operation and Maintenance" available at
http://www. swfwmd.state.fl.us/files/database/site  file  sets/1 8/04. 1 0R-023.pdf. The form must be certified by a Florida reg istered Professional Engineer.

Information can be submitted online using eCompliance by visiting the District's Environmental Resource Permitting System in ePermitting located on the District's website at
http://WaterMatters.org/LoglnERP . If you do not have an account you can sign up by clicking the "Register Now" button.

If any maintenance procedures or remedial actions are necessary prior to submittal of the certified District form, please advise the District in writing. The inspection report must be submitted to the District by the date above.

If you have already complied with this requirement, please notify us so we can update our customer records. if you have questions, please contact the Bartow Service Office at (863) 534-1 448 or (800) 492-7862 (FL only).
Sincerely, Kelly Farson
Staff Regulatory Support Techni.cian

Regulatory Support Bureau Regulation Division

RESOLUTION 2018-02

A RESOLUTION OF THE BOARD OF SUPERVISORS OF LAKE ASHTON II COMMUNITY DEVELOPMENT DISTRICT APPROVING A PROPOSED BUDGET FOR FISCAL YEAR 2019 AND SETTING A PUBLIC HEARING THEREON PURSUANT TO FLORIDA LAW AND PROVIDING FOR AN EFFECTIVE DATE.

WHEREAS, the District Manager has heretofore prepared and submitted to the Board of Supervisors of Lake Ashton II Community Development District (the "Board") prior to June 15, 2018, a proposed operating budget for Fiscal Year 2019; and

WHEREAS, the Board has considered the proposed budget and desires to set the required public hearing thereon.

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

The operating budget proposed by the District Manager for Fiscal Year 2019 attached hereto as Exhibit A is hereby approved as the basis for conducting a public hearing to adopt said budget.

A public hearing on said approved budget is hereby declared and set for the following date, hour and location:

DATE:
HOUR:
LOCATION:

The District Manager is hereby directed to submit a copy of the proposed budget to Polk County at least 60 days prior to the hearing set above.

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

This Resolution shall take effect immediately upon adoption.

PASSED AND ADOPTED THIS

DAY OF

2018.

ATTEST:

Secretary / Assistant Secretary

BOARD OF SUPERVISORS

OF	THE	LAKE	ASHTON	II	COMMUNITY DEVELOPMENT DISTRICT

Chairman / Vice Chairman

 	 	

LAKE  ASHTON II 
COMMUNITY DEVELOPMENT DISTRICT POLK COUNTY, FLORIDA
FINANCIAL REPORT
FOR THE FISCAL YEAR ENDED SEPTEMBER 30, 201 7

 	 	 	 	 	 	 	

LAKE ASHTON II COMMUNITY DEVELOPMENT DISTRICT POLK COUNTY, FLORIDA

TA BLE OF CONTENTS

INDEPENDENT AUDITOR'S REPORT
MANAGEMENT'S DISCUSSION AND ANALYSIS BAS IC FI NANCIAL STATEMENTS
Government-Wide Financial Statements: Statement of Net Position Statement of Activities
Fund Financial Statements:
Balance Sheet - Governmental Funds
Reconciliation of the Balance Sheet - Governmental Funds to the Statement of Net Position
Statement of Revenues, Expenditures and Changes in Fund Balances - Governmental Funds

Reconciliation of the Statement of Revenues, Expenditures and Changes in Fund Balances of Governmental Funds to the Statement of Activities
Notes to the Financial Statements

REQUIRED SUPPLEMENTARY INFORMATION 

Schedule of Revenues, Expenditures and Changes in Fund Balances - Budget and Actual - General Fund 
Notes to Required Supplementa ry Information

INDEPENDENT AUDITOR'S REPORT ON INTERNAL CONTROL OVER FINANCIAL REPORTING AND COMPLIANCE AND OTHER MATTERS BASED ON AN AUDIT OF FINANCIAL STATEMENTS PERFORMED IN ACCORDANCE WITH

Page 1 -2

3-6

7
8

9

10 

11 

12 
1 3-22

24

GO VERNMENT AUDITING S TANDA RDS	25-26
INDEPENDENT AUDITOR'S REPORT ON COMPLIANCE WITH THE REQUIREMENTS OF SECTION 21 8.41 5, FLORIDA STATUTES , REQUIRED BY RULE 1 0 .556(1 0)
OF THE AUDITOR GENERAL OF THE STATE OF FLORIDA	27
MANAGEMENT LETTER REQUIRED BY CHAPTER 10 .550 OF THE RULES
OF THE AUDITOR GENERAL OF THE STATE OF FLORIDA	28-29

 	 	 	 	 	

INDEPENDENT AUDITOR'S REPORT
To the Board of Supervisors

Lake Ashton II Community Development District Polk County, Florida
Report on the Financial Statements

We have audited the accompanying financial statements of the governmental activities and each major fund of Lake Ashton II Community Development District, Polk County, Florida (" District") as of and fo r the fiscal year ended September 30, 201 7, and the related notes to the fi nancial statements, which collectively comprise the District's basic financial statements as listed in the table of contents.
Management's Responsibility for the Financial Statements

Management is responsible for the preparation and fair presentation of these financial statements in accordance with accounting principles generally accepted in the United States of America; this includes the design, implementation, and maintenance of internal control releva nt to the preparation and fair presentation of financial statements that are free from material misstatement, whether due to fraud or error.
Auditor's Responsibility
Our responsibility is to exp ress opinions on these fi nancial statements based on our audit. We condu cted our audit in accordance with auditing standards generally accepted in the United States of America and the standards applicable to financial audits contained in Government Auditing Standards, issued by the Comptroller General  of the  United  States.  Those standards  require that we  plan  and  perform the audit to obtain reasonable assurance about whether the financial statements are free from material misstatement.

An audit involves performing p rocedures to obtain audit evidence about the amounts and disclosures in the financial statements. The procedu res selected depend on the auditor's judgment, including the assessment of the risks of material misstatement of the financial statements, whether due to fraud or error. In making those risk assessments, the auditor considers internal control releva nt to the entity's preparation and fair p resentation of the financial statements in order to design audit p roced ures that are appropriate in the circumstances, but not for the purpose of expressing an opinion on the effectiveness of the entity's internal control. Accordingly, we express no such opinion. An audit also includes evaluating the appropriateness of accou nting policies used and the reasonableness of significant accounting estimates made by management, as well as evalu ating the overall presentation of the financial statements.

We believe that the audit evidence we have obtained is sufficient and appropriate to provide a basis for our audit opinions.

Opinions

In our opinion, the financial statements referred to above p resent fairly , in all material respects, the respective fi nancial position of the governmental activities and each major fund of the District as of September 30, 201 7, and the respective changes in financial position thereof for the fiscal year then ended in accordance with accounting principles generally accepted in the United States of America.

 	 	

Other Matters
Required Supplementary Information

Accounting principles generally accepted in the United States of America require that the management's discussion and analysis and budgetary comparison information be presented to supplement the basic financial statements. Such information , althoug h n ot a part of the basic financial statements, is required by the Governmental Accounting Standards Board, who considers it to be an essential part of financial reporting for placing the basic financial statements in an appropriate operational, economic, or historical context. We have applied certain limited procedures to the required supplementary information in accordance with auditing standards generally accepted in the United States of America, which consisted of inquiries of management about the methods of preparing the information and comparing the information for consistency with management's responses to our inquiries, the basic financial statements, and other knowledge we obtained during our audit of the basic financial statements. We do not express an opinion or provide any assu ra nce on the information because the limited procedures do not provide us with sufficient evidence to express an opinion or provide any assurance.
Other Reporting Required by Government Auditing Standards

In accordance with Government Auditing Standards, we have also issued our report dated XXXX, 201 8, on our
consideration of the District' s internal control over financial reporting and on our tests of its compliance with	

certain provisions of laws,  regulations, contracts, grant agreements and other matters. The purpose of that report is to describe the scope of our testing of internal control over financial reporti ng and compliance and the resu lts of that testing , and not to provide an opinion on internal control over financial reporting or on compliance. That report is an integ ral part of an audit performed in accordance with Government Auditing Standards in considering the District's internal control over financial reporti ng and compliance.
Report on Other Legal and Regulato ry Requirements

We have also issued our report dated XXXX, 201 8, on our consideration of the District's compliance with the requi rements of Section 21 8. 41 5, Florida Statutes, as required by Rule 10 .556( 1 0) of the Auditor General of the State of Florida. The purpose ofthat report is to provide an opinion based on our examination conducted in accordance with attestation standards established by the American Institute of Certified Public Accountants.

XXXX, 20 18 

 	 	 	 	 	

MANAGEMENT'S DISCUSSION AND ANALYSIS
Our discussion and analysis of Lake Ashton II Community Development District, Polk County, Florida (" District") provides a narrative overview ofthe District's financial activities for the fiscal year ended September 30, 201 7. Please read it in conjun ction with the District's Independent Auditor's Report, basic financial statements, accompanying notes and supplementary information to the basic financial statements.

FINANCIAL HIGHLIGHTS
The assets of the District exceeded its liabilities at the close of the most recent fiscal year resulting in 
a net position balance of $26 ,520,1 50.	

The change in the District's total net position in comparison with the prior fiscal year was $31 ,235,543, an increase. The key components of the District's net position and change in net position are reflected in the table in the government-wide financial analysis section.

At September 30, 201 7, the District's governmental funds reported combined ending fund balances of	
$1 ,43 1 ,758, an increase of $30, 1 36, 350 in comparison with the prior fiscal year. The total fund

balance  is   restricted  for  debt  service  and  capital   projects,   assigned  for  subsequent  year's expenditures,  and  the  remainder  is  unassigned  which  is  available  for  spending  at  the  District's discretion.
OVERVIEW OF FINANCIAL STATEMENTS

This discussion and analysis are intended to serve as the introduction to the District's basic financial statements. The District's basic financial statements are comprised of three components: 1) government-wide financial statements, 2) fund financial statements, and 3) notes to the financial statements. This report also contains other supplementary inform ation in addition to the basic financial statements themselves.

Government-Wide Financial Statements

The government-wide financial statements are designed to provide readers with a broad overview of the District's finances, in a manner similar to a private-sector business.
The statement of net position p resents inform ation on all the District's assets, deferred outflows of resources, liabilities, and deferred inflows of resources with the residual amount being reported as net position . Over time, increases or decreases in net position may serve as a useful indicator ofwhether the financial position of the District is improving or deteriorating.

The statement of activities presents information showing how the government's net position changed during the most recent fiscal year. All changes in net position are reported as soon as the underlying event giving rise to the change occurs, regardless of the timing of related cash flows.  Thus, revenues and expenses are reported in this statement fo r some items that will only result in cash flows in future fiscal periods.
The government-wide financial statements include all governmental activities that are principally supported by special assessment. The District does not have any business-type activities. The governmental activities of the District include the general government (management) and maintenance functions.

Fund Financial Statements

A fund is a grouping of related accounts that is used to maintain control over resources that have been segregated fo r specific activities or objectives. The District, like other state and local governments, uses fund accounting to ensure and demonstrate compliance with finance-related legal requirements. The District has one fu nd category: governmental funds.

 	

OVE RVI EW OF FINANCIAL STATEMENTS (Continued)

Governmental Funds

Governmental funds are used to account for essentially the same fu n ctions reported as governmental activities in  the  government-wide financial statements.   However,  unlike the  government-wide financial statements, governmental fund financial statements focus on near-term inflows and outflows of spendable resources, as well as on balances of spendable resou rces available at the end of the fiscal year.  Such information may be usefu l in evaluating a District's near-term financing requirements.

Because the focus of governmental funds is narrower than that of the government-wide financial statements, it is useful to compare the information presented for governmental funds with similar information presented for governmental activities in the government-wide financial statements. By doing so, readers may better understand the long-term impact of the District's near-term financing decisions. Both the governmental fu nd balance sheet and the governmental fund statement of revenues, expenditures, and changes in fund balances provide a reconciliation to facilitate this comparison between governmental funds and governmental activities.

The District maintains three individ ual governmental funds. Information is p resented separately in the governmental fund balance sheet and the governmental fund statement of revenues, expenditures, and changes in fund balances for the general fund, debt service fund and capital projects fund which are all considered to be major funds.

The District adopts an annual appropriated budget for its general fund. A budgetary comparison schedule has been p rovided for the general fund to demonstrate compliance with the budget.
Notes to the Financial Statements

The notes provide additional information that is essential to a fu ll understanding of the data provided in the government-wide and fu nd financial statements.

GOVERNMENT-WI DE FINANCIAL ANALYS IS 

As noted earlier, net position may serve over time as a usefu l indicator of an entity's financial position. In the case of the District, liabilities exceeded assets at the close of the most recent fiscal year.

Key components of the District's net position are reflected in the following table:

NET POSITION SEPTEMBER 30, 

	2017 	2016 	
Current and other assets	$	1 , 452,1 27	$	731 ,076	
Capital assets , net of depreciation	34,415 ,588	34,374,641	
Total assets	35, 867 ,715 	35, 1 05,7 17 	
Current liabilities	202,565	30,091,1 10 	
Long-term liabilities	9,145 ,000	9, 730,000	
Total liabilities	9,347,565	39,821 ,110 	
Net position			
Net investment in capital assets	25,270,588	3,61 4,641	
Restricted	446 ,577		
Unrestricted	802 ,985	(8 ,330, 034)	
Total net position	$	26, 520, 150	$	(4,715,393)	

The  District' s  net  position  reflects  its  investment  in  capital  assets  (e.g.  land ,  land  improvements,  and infrastructu re) less any related debt used to acquire those assets that is sti ll outstanding . These assets are used to provide services to residents; consequently, these assets are not available for future spending. Although the District' s investment in capital assets is reported net of related debt, it should be noted that the resources needed to repay this debt must be provided from other sources, since the capital assets themselves cannot be used to liquidate these liabilities.

 	 	 	 	 	

GOVERNMENT-WIDE FINANCIAL ANALYSIS (Continued)
The restricted portion of the District's net position represents resou rces that are subject to external restrictions on how they may be used. The remaining balance of unrestricted net position may be used to meet the District's other obligations.

The District's n et position increased during the most recent fiscal year. The majority ofthe increase represents the debt extinguishment gain which occurred due to the bond restructuring in the current fiscal year.
Key elements of the change in net position are reflected in the following table:

CHANGES IN NET POSITION

Re1.enues: Program re1.enues	201 7	201 6	
Charges for services	$	1 , 785 ,716 	$	1, 450, 142	
Operating grants and contributions	41 6 ,169		
Capital grants and contributions	607,61 3		
General re1.enues			
Unrestricted in1.estment earnings	6, 635	495	
Mis cellaneous	43, 869	16 , 271 	
Total re1.enues	2, 860,002	1 ,467, 265	
Expenses :			
General go1.ernment	41 8,636	295,765	
Maintenance and operations	1,1 77,796	1,055,281	
Interest	1, 098, 604	1,577,877	
Total expenses	2,695, 036	2, 928, 923	
Special item - gain on extinguis hment of debt	31 ,070, 577		
Change in net position	31 ,235, 543	(1 ,461 ,658)	

FOR THE FISCAL YEAR ENDED SEPTEMB ER 30,

(4, 71 5 ,393)	(3,253,735)
$	26,520, 150  $	(4, 71 5,393)

Net position - beginning Net position - ending

As noted above and in the statement of activities, the cost of all governmental activities during the fiscal year ended September 30, 2017 was $2,695 ,036. The costs of the District's activities were funded by program revenues. Program revenues increased from the prior fiscal year as Developer contributions and past due assessments were collected pu rsuant to the bond restructu ri ng which occurred in the current fiscal year. Expenses decreased from the prior fiscal year due to lower interest costs due to the bond restructuring.
GENERAL BUDGETING HIGHLIGHTS

An operating budget was adopted and maintained by th(;3 governing board for the District pu rsuant to the 
requirements of Florida Statutes. The budget is adopted using the same basis of accounting that is used in	 preparation of the fund financial statements.	The legal level of budgetary control, the level at which

expenditures  may  not  exceed  budget,  is  in  the  agg regate.   Any  budget  amendments  that  increase  the

agg regate budgeted appropriations must be approved by the Board of Supervisors. Actual general fund expenditures did not exceed appropriations for the fiscal year ended September 30 , 201 7. 

 	 	 	

CAPITAL ASSETS AND DEBT ADMINISTRATION 

Capital Assets
At September 30, 201 7, the District had $36, 862 ,992 invested in capital assets for its governmental activities. In the government-wide financial statements depreciation of $2,447,404 has been taken, which resulted in a net book value of $34,41 5,588. More detailed info rmation about the District's capital assets is presented in the notes of the financial statements.

Capital Debt
At September 30, 201 7, the District had $9 ,1 45,000 in Bonds outstanding for its governmental activities. More detailed information about the District's capital debt is presented  in the notes of the fi nancial statements.
ECONOMIC FACTORS AND NEXT YEAR'S BUDGETS AND OTHER EVENTS

The District does not anticipate any major projects or significant changes to its infrastructu re maintenance program for the subsequent fiscal year. In add ition, it is anticipated that the general operations of the District will remain fairly constant.
CONTACTING THE DISTRICT'S FINANCIAL MANAGEMENT
This financial report is designed to provide our citizens, land owners, customers , investors and creditors with a general overview of the District's finances and to demonstrate the District's accountability fo r the financial resou rces it manages and the stewardship of the facilities it maintains. If you h ave questions about this repo rt or need additional financial information, contact the Lake Ashton II Community Development District's Finance Department at 5385 N. Nob Hill Road, Sunrise, Florida, 33351 .

 	 	

LAKE ASHTON II COMMUNITY DEVELOPMENT DISTRICT POLK COUNTY, FLORIDA

STATEMENT OF NET POSITION SEPTEMBER 30, 2017 

ASSETS
Cash 
I nvestments Assessments receivable Deposits
Restricted assets: I nvestments
Capital assets:

Governmental Activities

$	581 ,1 68
207, 129
2, 417 
25,440

635, 973

Nondepreciable	23, 308, 81 3	
Depreciable, net	11,1 06, 775 	
Total assets	35, 867, 71 5	

LIABI LITI ES

Due within one year	260, 000	
Due in more than one year	8, 885, 000	
Total liabi liti es	9, 347, 565	

NET POSITI ON		
Net i nvestment in capital assets	25, 270, 588	
Restricted for debt service	416, 539	
Restricted for capital projects	30,038	

Accounts payable Accrued interest payable Non-current liabi lities:

20, 369
1 82, 1 96

Unrestricted
Total net position

See notes to the financial statements

802, 985
$	26, 520, 1 50

LAKE ASHTON II COMMUNI TY D EVELOPMENT DISTRICT POLK COUNTY, FLORIDA

STATEMENT OF ACTIVITIES

FOR THE FISCAL YEAR ENDED SEPTEMBER 30, 201 7

Functions/Programs Governmental activities:

Charges for
Expenses	Servi ces

Program Revenues Operating Grants and Contributions

Capital Grants and Contributions

Net (Expense) Revenue and Changes in Net Position

Govern mental Activities

General government	$	41 8,636	$	41 8, 636	$		$	$	
Maintenance and operations	1,1 77, 796	842 , 364	389, 000	607,61 3	661 ,18 1	
Interest on long-term debt	1, 098, 604	524, 71 6	27, 169		(546, 71 9)	
Total governmental activities	2, 695, 036	1, 785, 71 6	41 6, 1 69	607,61 3	11 4,462	
	
General revenues:					
Unrestricted investment earnings	6, 635	
Miscellaneous	43, 869	
Total general revenues
	50, 504	
Special item - gai n on exti nguishment of debt	31 , 070, 577	
Change in net position	31 , 235 , 543	
Net position - beginning 	(4,71 5, 393)	
Net position - ending	$	26, 520, 150	

 	

DRAFT

See notes to the financial statements	

8

ASSETS

LAKE ASHTON II COMMUNITY DEVELOPMENT DISTRICT POLK COU NTY, FLORI DA
BALANCE SHEET GOVERNMENTAL FUNDS
SEPTEMBER 30, 201 7

Major Funds	Total
Debt		Capital	Governmental General	Service	Projects		Funds

Cash	$	581 ,1 68	$	$	$	581 ,1 68
I nvestments	207, 1 29	605, 935	30, 038	843 , 1 02
Assessments receivable	1, 51 9	898	2,41 7
Due from other funds	8, 098	8, 098
Deposits	25 440	25, 440
Total assets	$	823 ,354	$	606, 833	$	30, 038	$	1, 460,225
LIABI LITI ES AND FUND BALANCES
Liabilities:
Accounts payable	$	20, 369	$	$	$	20, 369
Due to other funds	8, 098	8, 098
Total liabi lities	20, 369	8, 098	28,467

Fund balances:
Restricted for: 
Debt servi ce	598, 735	598, 735
Capital projects	30, 038	30 , 038
Assigned to:
Subsequent year's expenditures	273, 254	273,254
Unassigned	529, 731	529, 731 	
Total fund balances	802, 985	598,735	30, 038	1 , 431 ,758	
Total liabi lities and fund balances	$	823,3 54	$	606, 833	$	30, 038	$	1, 460,225	

LA KE ASHTON II COMMUNITY DEVELOPMENT DISTRICT POLK COUNTY, F LORIDA
RECONCILIATION OF THE BA LANCE SHEET - GOVERNMENTAL FUNDS TO THE STATEMENT OF N ET POSITION 
SEPTEMBER 30, 201 7

Total fund balances - governmental funds
Amounts reported for governmental activities in the statement of net position are different because:
Capital assets used in governmental activities are not financial resources and, therefore, are not reported as assets in the governmental funds. The statement of net position includes those  capital  assets,  net of  any  accumulated  depreciation,  in the net position of the govern ment as a whole.
Cost of capital assets
Accumu lated depreciation
Liabi lities not due and payable from current avai lable resources are not reported as liabi lities in the governmental fund  statements.   All  liabi lities,  both  current and  long-term,  are reported  in the government-wide financial statements.

Accrued i nterest payable Bonds payable
Net position of governmental activities

36, 862 , 992
(2 ,447, 404)

(1 82, 196)
(9,145, 000)

$	1, 431 ,758

34, 41 5, 588

(9, 327, 1 96)
$   26, 520, 1 50

LAKE ASHTON II COMMUNITY DEVELOPMENT DISTRICT POLK COUNTY, FLORI DA

STATEMENT OF REVENUES, EXPENDITURES, AND CHANGES IN FUND BALANCES
GOVERNMENTAL FUNDS
FOR THE FISCAL YEAR ENDED SEPTEMBER 30, 201 7

REVENUES
Assessments

General

$	1, 261 ,000	$

Major Funds Debt
Service

Developer contributions	389, 000	25 ,000	11 3,750	527, 750	
I nterest	6, 635	2, 1 69	38	8, 842	

524, 716	$

Capital Projects

Total Governmental
Funds

$	1, 785 ,71 6

Miscellaneous Total revenues

EXPENDITURES

General government	263, 938	83, 750	348, 143	
Maintenance and operations	724, 91 8		724, 91 8	

Current:

43, 869
1 , 700, 504

551 , 885

11 3,788

43, 869
2, 366, 1 77

Debt service:
Pri ncipal I nterest
Capital outlay
Total expenditures

Excess ( deficiency) of revenues over (under) expenditures

Restructuring gain		30, 790, 577		30, 790, 577	
Total other financing sources ( uses)		30 790, 577		30, 790, 577	
Net change in fund balances	641 ,1 55	29,465, 1 57	30, 038	30, 1 36, 350	
Fund balances - beginning	161 , 830	(28, 866, 422)		(28, 704, 592)	
Fund balances - ending	$	802, 985	$	598, 735	$	30, 038	$	1, 431 ,758	

OTHER FI NANCI NG SOURCES (USES)

70,493
1, 059, 349

641 ,1 55

455

305, 000
1, 571 , 850

(1 , 325, 420)

83, 750

30, 038

305, 000
1, 571 ,850
70,493
3, 020, 404

(654, 227)

See notes to the financial statements

 	

LAKE ASHTON II COMMUNITY DEVELOPMENT DISTRICT POLK COUNTY, F LORI DA
RECONCILIATION OF THE STATEMENT OF REVENUES, EXPENDITURES AND CHANGES IN FUND BALANCES OF GOVERNMENTAL FUNDS TO THE STATEMENT OF ACTIVITIES
FOR THE FISCAL YEAR ENDED SEPTEMBER 30, 201 7

Net change in fund balances - total governmental funds	$	30, 1 36, 350 Amounts reported for governmental activities in the statement of activities
are different because:
Depreciation of capital assets is not recognized in the governmental fund fi nancial statements, but is reported as an expense in th e
statement of activities.	(452, 878)

The statement of activities reports noncash contributions as revenues, but these revenues are not reported in the governmental fund financial

statements.	493, 825
Repayment of long-term liabilities are reported as expenditures in the governmental fund financial statements, but such repayments reduce liabi lities in the statement of net position and are eliminated in the
statement of activities.	305, 000

The gain on the cancellation of debt not yet due is not recognized in the governmental fund financial statements, but is reported as a special
item in the statement of activities.	280, 000
The change in accrued interest on long-term liabi lities between the current and prior fiscal years is recorded in the statement of activities,

but not in the governmental fund fi nancial statements.			473, 246 Change in net position of governmental activities	$	31 , 235, 543

See notes to the financial statements

 	 	 	

LAKE ASHTON II COMMUNITY DEVELOPMENT DISTRICT POLK COUNTY, F LORIDA
NOTES TO FINANCIAL STATEMENTS

NOTE 1 - NATURE OF ORGANIZATION AND REPORTING ENTITY
Lake Ashton II Community Development District ("District") was created on March 2, 2005 by Ordinance 05- 005 of the Polk County, Florida, pu rsuant to the Uniform Community Development District Act of 1 980, otherwise known as Chapter 1 90, Florida Statutes, and was thereafter expanded by O rdinance 05-042 on July 27, 2005 . The Act provides among other things, the power to manage basic services for community development, power to borrow money and issue bonds, and to levy and assess non-ad valorem assessments for the financing and delivery of capital infrastructure. 
The District was established for the purposes of fi nancing and managing the acquisition , construction, maintenance and operation of a portion ofthe infrastructure necessary for community development within the District.

The District is governed by the Board of Supervisors ("Board"), which is composed of five members. The Supervisors are elected by qualified electors of the District. The Board of Superviso rs of the District exercise all  powers granted to the District pursuant to Chapter 1 90,  Florida Statutes.
The Board has the final responsibility for:
Assessing and levying assessments.
App rovi ng budgets.
Exercising control over facilities and properties.
Controlling the use of funds generated by the District.
Approving the hiring and firing of key personnel.
Financing improvements.
The financial statements were prepared in accordance with Governmental Accounting Standards Board (" GASB") Statements. Under the provisions of those standards, the financial repo rting entity consists of the primary government, organizations for which the District is considered to be financially accountable and other organizations for which the nature and significance of thei r relationship with the District are such that, if excluded, the financial statements of the District would be considered incomplete or misleading.  There are no entities considered to be component units of the District; therefore, the financial statements include only the operations of the District.
NOTE 2 - SUMMARY OF SIGNIFICANT ACCOUNTING POLICIES 

Government-Wide and Fund Financial Statements
The basic financial statements include both government-wide and fund fi nancial statements.

The government-wide financial statements (i.e. , the statement of net position and the statement of activities) report in formation on all of the non-fiduciary activities of the primary government. For the most part, the effect of i nterfund activity has been removed from these statements.

The statement of activities demonstrates the degree to which the direct expenses of a given function or segment is offset by prog ram revenues. Direct expenses are those that are clearly identifiable with a specific fun ction or segment. Program revenues include 1) charges to customers who purchase, use, or directly benefit from goods, services, or privileges provided by a given function or segment; operating-type special assessments for maintenance and debt service are treated as charges for services and 2) g rants and contributions that are restricted to meeting the operational or capital requirements of a particular function or segment. Other items not included among program revenues are reported instead as general revenues.

 	 	 	 	

NOTE 2  -  SUMMARY OF SIGNIFICANT ACCOUNTING  POLICIES (Continued)

Measurement Focus, Basis of Accounting and Financial Statement Presentation
The government-wide financial statements are reported using the economic resources measurement focus and the accrual basis ofaccounting. Revenues are recorded when earned and expenses are recorded when a liabi lity is incurred , regardless of the timing of related cash flows.  Assessments are recognized as revenues in the year for which they are l evied. Grants and similar items are to be recognized as revenue as soon as all
eligibility requirements imposed by the provider have been met.

Governmental fund financial statements are reported using the current financial resources measurement focus and the modified accrual basis ofaccounting. Revenues are recognized as soon as they are both measurable and available. Revenues are considered to be available when they are collectible within the current period or soon enough thereafter to pay liabilities of the current period . For this purpose, the government considers revenues to be avai lable if they are collected within 60 days of the end of the cu rrent fiscal period . Expenditures are recorded when a liabil ity is incurred, as under accrual accounting. However, debt seNice expenditures are recorded only when payment is due.

Assessments
Assessments are non-ad valo rem assessments on benefitted property within the District. Operating and Maintenance Assessments are based upon adopted budget and levied annually at a public hearing of the District. Debt SeNice Assessments are levied when Bonds are issued and assessed and collected on an annual basis . The District may collect assessments di rectly or uti lize the uniform method of collection (Chapter 1 97. 3632 , Florida Statutes). Direct collected assessments are due as determined by annual assessment resolution adopted by the Board of SupeNisors. Assessments collected under the uniform method are mailed by County Tax Collector on November 1 and due on or before March 31 of each year. Property owners may prepay a portion or all of the Debt SeNice Assessments on their prope rty subject to various provisions in the Bond documents.
Assessments and interest associated with the current fiscal period are considered to be susceptible to accrual and so have been recognized as revenues ofthe current fiscal period . The portion of assessments receivable due within the current fiscal period is considered to be susceptible to accrual as revenue ofthe current period. 

The District reports the followi ng major governmental funds:

General Fund

The general fund is the general operating fund ofthe District. It is used to account for all financial resources except those required to be accounted for in another fund. 

Debt SeNice Fund 
The debt seNice funds are used to account for the accumulation of resou rces for the an nual payment of principal and interest on debt.

Capital Projects Fund

This fund accounts for the financial resou rces to be used for the acquisition or construction of major infrastructure within the District.
As a general rule, the effect of inter-fund activity has been eliminated from the government-wide financial statements.
When both. restricted and unrestricted resou rces are available for use, it is the government's policy to use restricted resources fi rst for qualifying expenditures, then unrestricted resou rces as they are needed.

NOTE 2 - SUMMARY OF SIGNIFICANT ACCOUNTING POLICIES (Continued)
Assets, Liabilities and Net Position or Equity

Restricted Assets
These assets represent cash and investments set aside pursuant to Bond covenants or other contractual restrictions

Deposits and Investments

The District's cash and cash equivalents are considered to be cash on hand and demand deposits (interest and non-interest bearing).
The District has elected to proceed under the Alternative Investment Guidelines as setforth in Section 21 8.41 5 (1 7) Florida Statutes.  The District may invest any surplus public funds in the followi ng:

The Local Government Surplus Trust Funds, or any intergovernmental investment pool authorized pursuant to the Florida lnterlocal Cooperation Act;

Securities and Exchange Commission registered money market funds with the highest credit quality rating from a nationally recognized rati ng agency;
Interest bearing time deposits or savings accounts in qualified public depositories;
Direct obligations of the U.S. Treasu ry.

The State Board of Administration's ("SBA") Local Government Surplus Funds Trust Fund ("Florida PRIME") is a"2a-7 li ke" pool. A "2a-7 li ke" pool is an external investment pool that is not registered with the Securities and Exchange Co,mmission ("SEC") as an investment company, but nevertheless has a policy that it will, and does, operate in a manner consistent with the SEC's Rule 2a-7 of the Investment Company Act of 1 940, which comprises the rules governing money market funds. Thus, the pool operates essentially as a money market fund. The District has reported its investment in Florida PRIME at amortized cost for financial reporting purposes.
Secu rities listed in parag raph c and d shall be invested to provide sufficient liq uidity to pay obligations as they come due.

The District reco rds all interest revenue related to investment activities in the respective fu nds. In vestments are measured at amortized cost or reported at fair value as required by generally accepted accounting principles.

Prepaid Items
Certain payments to vendors reflect costs applicable to futu re accounting periods and are recorded as prepaid items i n both government-wide and fund financial statements.

Capital Assets

Capital assets which include property, plant and equipment, and infrastructu re assets (e.g., road s, sidewalks and similar items) are reported in the government activities columns in the government-wide financial statements. Capital assets are defined by the government as assets with an initial , individ ual cost of more than $5,000 (amount not rounded) and an estimated useful life in excess of two years. Such assets are reco rded at historical cost or estimated historical cost if purchased or constructed. Donated cap ital assets are recorded at estimated fair market value at the date of donation.

The costs of normal maintenance and repairs that do not add to the value of the asset or materially extend assets lives are not capitalized . Major outlays fo r capital assets and improvements are capitalized as projects are constructed .
Property, plant and equipment of the District are depreciated using the straig ht-line method over the following estimated useful lives:

Assets Infrastructu re

Equipment and other

Years 30

10 

 	

NOTE 2 - SUMMARY OF SIGNIFICANT ACCOUNTING POLICIES (Continued)

Assets, Liabilities and  Net Position or Equity (Continued)
Capital Assets (Continued)
In the governmental fund financial statements, amounts incurred for the acquisition of capital assets are reported as fund expenditures. Depreciation expense is not reported in the governmental fund financial statements.

Unearned Revenue

Governmental funds report unearned revenue in connection with resources that have been rece ived , but not yet earned .

Long-Term Obligations
I n the g overnme nt-wide financial statements long-term debt and other long-term obligations are reported as liabilities in the statement of net position. Bond premiums and discounts are deferred and amo rtized ratably over the life of the Bonds. Bonds payable are reported net of applicable premiums or discounts. Bond issuance costs a re expensed when incurred .
In the fund financial statements, governmental fund types recognize premiums and discounts, as well as issuance costs, during the current period . The face amount of debt issued is reported as other financing sources. Premiums received on debt issuances are reported as other financing sou rces while discounts on debt issuances are reported as other fi nancing uses. Issuance costs , whether or not withheld from the actual debt proceeds received, are reported as debt service expenditures.
Deferred Outflows/I nflows of Resources

Deferred outflows of resources represent a consumption of net position that applies to futu re reporting period(s). For exam ple, the District would record deferred outflows of resou rces on the statement of net position related to debit amounts resulting from current and advance refundings res ulting in the defeasance of debt (i.e. when there are differences between the reacquisition price and the net carrying amount of the old debt).
Deferred inflows of resou rces represent an acquisition of net position th at applies to future reporting period(s). For example, when an asset is recorded in the g overn mental fu nd fi nancial statements, but the revenue is unavailable, the District reports a deferred inflow of resou rces on the balance sheet unti l such times as the revenue becomes available.

Fund Equ ity/Net Position

In the fund financial statements, governmental funds report non spendable and restricted fund balance for amounts that are not available for appropriation or are legally restricted by outside parties for use for a specific purpose. Assignments of fund balance represent tentative management plans that are subject to change. 
The District can establish limitations on the use of fund balance as follows:

Committed fund balance - Amounts that can be used only for the specific purposes determined by a formal action (resolution) of the Board of Supervisors. Commitments may be changed or lifted only by the Board of Su pervisors taking the same formal action ( resolution) that imposed the constraint originally. Resources accumulated pursuant to stabilization arrangements sometimes are reported in this category.

Assigned fund balance - Includes spendable fund balance amounts established by the Board of Supervisors that are intended to be used fo r specific purposes that are neither considered restri cted nor committed. The Board may also assign fund balance as it does when appropriating fu nd balance to cover differences in estimated revenue and appropriations in the subsequent year's appropriated budget. Assignments are generally temporary and normally the same formal action need not be taken to remove the assignment.
The District fi rst uses committed fund balance, followed by assigned fund balance and then unassigned fund balance when expenditures are incurred for purposes for which amounts in any of the unrestricted fund balance classifications could be used.

NOTE 2 - SUMMARY OF SIGNIFICANT ACCOUNTI NG POLICIES (Continued) 
Assets, Liabilities and Net Position or Equ ity (Continued)

Fund Equ ity/Net Position (Continued)
Net position is the difference between assets and defe rred outflows of resou rces less liabilities and defe rred inflows of resources. Net position in the government-wide financial statements are categorized as net investment in capital assets, restricted or unrestricted .  Net investment in capital assets represents net position related to  infrastructure and  property,  plant and equipment.   Restricted  net position  represents the assets restricted by the District's Bond covenants or other contractual restrictions. Unrestricted net position consists of the net position not meeting the defi nition of either of the other two components .

Other Disclosures

Use of Estimates

The preparation of financial statements in conformity with generally accepted accounting principles requires management to make estimates and assumptions that affect the reported amounts of assets and liabilities , and disclosu re of contingent assets and liabilities at the date of the financial statements, and the reported amounts of revenues and expenditures during the reporti ng period. Actual resu lts could differ from those estimates.

NOTE 3 - BUDGETARY INFORMATION

The District is requi red to establish a budgetary system and an approved Annual Budget. Annual Budgets are adopted on a basis consistent with generally accepted accounting princip les fo r the general fund. All an nual appropriations lapse at fiscal year end.
The District follows these procedures in establishing the budgetary data reflected in the fi nancial statements.
Each year the District Manager submits to the District Board a proposed operating budget for the fiscal year commencing the followi ng October 1. 

Public h earings are conducted to obtain comments.
Prior to October 1, the budget is legally adopted by the District Board. 
All budget changes must be approved by the District Board. 

The budgets are adopted on a basis consistent with generally accepted accounting principles.
Unused appropriation for annually budgeted funds lapse at the end of the year.
NOTE 4 - DEPOSITS AND INVESTMENTS

Deposits

The District's cash balances were entirely covered by federal depository insu rance or by a collateral pool pledged to the State Treasu rer. Florida Statutes Chapter 280, "Florida Security for Public Deposits Act", requi res all qualified depositories to deposit with the Treasurer or another banking institution eligible collateral equal to various percentages of the average daily balance for each month of all public deposits in excess of any applicable deposit insurance held. The percentage of elig ible collateral (generally, U.S. Governmental and agency secu rities, state or local g overnment debt, or corporate bonds) to public deposits is dependent upon the depository's financial history and its compliance with Chapter 280. In the event of a failure of a qualified public depository, the remaining public depositories would be responsible for covering any resulting losses.

Investments

The District' s investments were held as follows at September 30, 2017 :

lm.estment In Local Gowmment Surplus Funds Trust Fund (Florida PRIME) 
Fidelity Govt Portfolio Cl Ill

Amortized Cost

$	207,129

635, 973

$	843,1 02

Credit Risk

S&P AAAm NIA

Maturities Weighted awrage of the fund

portfolio: 51 days
NIA

 	

NOTE 4 - DEPOSITS AND INVESTMENTS (Continued)
Investments (Continued)
Credit risk - For investments, credit risk is generally the risk that an issuer of an investment will not fu lfill its obligation to the holder of the investment. This is measured by the assignment of a rating by a nationally recognized statistical rating organization. Investment ratings by investment type are included in the preceding summary of investments.
Concentration risk - The District places no limit on the amount the District may invest in any one issuer.
Interest rate risk - The District does not have a formal policy that limits investment maturities as a means of managing exposure to fair value losses arising from increasing interest rates.
However, the Bond Indenture limits the type of investments held using unspent proceeds.
Fair Value Measurement- When applicable, the District measures and records its investments using fair value measu rement guidelines established in accordance with GASB Statements. The framework for measuring fair value provides a fair value hierarchy that prioritizes the inputs to valuation techniques.
These guidelines recognize a three-tiered fair value hierarchy, in order of highest priority, as follows:
Level 1: Investments whose va lues are based on unadjusted quoted prices for identical investments in active markets that the District has the ability to access;
Level 2: Investments whose inputs - other than quoted market prices - are observable either di rectly or indi rectly; and,
Level 3: Investments whose inputs are unobservable.
The fair value measurement level within the fair value hierarchy is based on the lowest level of any input that is sign ificant to the entire fair value measurement. Valuation techniques used should maximize the use of observable inputs and minimize the use of unobservable inputs.
Money market investments that have a maturity at the time of pu rchase of one year or less and are held by governments other than external investment pools should be measured at amortized cost. For external investment pools that qualify to be measured at amortized cost, the pool's participants should also measure their investments in that external investment pool at amortized cost fo r financial reporting purposes. Accordingly, the District's investments have been reported at amortized  cost above.
External Investment Pool - With regard to redemption gates, Chapter 21 8. 409(8)(a), Florida Statutes, states that "The principal, and any part thereof, of each account constituting the trust fund is subject to payment at any time from the moneys in the tru st fund. However, the Executive Director may, in good faith , on the occurrence of an event that has a material impact on liquidity or operations of the trust fund, fo r 48 hours limit contrib utions to or withd rawals from the trust fund to ensure that the Boa rd can invest moneys entrusted to it in exercising its fiduciary responsib ility. Such action must be immediately disclosed to all participants, the Trustees, the Joint Legislative Auditing Committee, the Investment Advisory Council, and the Participant Local Government Advisory Council. The Trustees shall convene an emergency meeting as soon as practicable from the time the Executive Di rector has instituted such measures and review the necessity of those measu res. If the Trustees are unable to convene an emergency meeting before the expi ration of the 48-hour moratorium on contributions and withdrawals, the moratorium may be extended by the Executive Director until the Trustees are able to meet to review the necessity for the moratorium. If the Trustees agree with such measu res, the Trustees shall vote to continue the measu res for up to an additional 15 days. The Trustees must convene and vote to continue any such measures before the expiration of the time limit set, but in no case may the time limit set by the Trustees exceed 15 days." 
With regard to liqu id ity fees, Florida Statute 21 8.409(4) provides authority fo r the SBA to impose penalties for early withdrawal, subject to disclosure in the enrollment materials of the amount and purpose of such fees. At present, no such disclosu r� has been made.
As of September 30, 201 7, there were no redemption fees or maximum transaction amounts, or any other requirements that serve to limit a participant's daily access to 1 00% of their account value.

NOTE 5 - INTERFUND RECEIVABLES, PAYABLES AND TRANSFERS
lnterfund  receivables and payables at September 30, 201 7 were as follows:

Fund
General Debt service
Total

Receivable	Payable
$	8,098	$
8,098
$	8,098  $	8,098

The outstanding balances between funds result primarily from the time lag between the dates that transactions are recorded in the accounting system and payments between funds are made. In the case of the District, the balances between the general fund and the debt service fund relate to assessments held in the debt service fund that h ave not yet been transferred to the general fund. 

NOTE 6 - CAPITAL ASSETS

Capital assets activity for the fiscal year ended September 30, 2017 was as follows:

Governmental activities
Capital as sets, not being depreciated	Beginning Balance	
Increases	Ending
Decreases	Balance	
Land & land improvements	$	22 814 988	$	493 825	$	$	23, 308 813 	
Total capital assets , not bei ng depreciated	22 814, 988	493 825	23, 308 81 3	
Capital as sets, being depreciated Infrastructure
	
1 3, 522, 004		
13, 522, 004	
Equipment and ot her	32 175		32 1 75 	
Total capital assets, bei ng depreciated	13,554 179 		13 554, 179 	
Less accumulated depreciation for: Infrastructure	
1, 991 ,020	
450,733 	
2 ,441 ,753	
Equipment and other	3, 506	2,1 45	5 651	
Total acc umulated depreciation	1, 994 526	452,878 	2 447 404	
Total capital assets , being depreciated, net	11 ,559,653	(452, 878)	11 ,1 06,775	
Governmental activities capital assets	$	34 374 641	$	$	$	34, 415,588	

The Developer contributed land valued at $493 , 825 pursuant to the settlement agreement entered in the current fiscal year.

Depreciation expense was charged to the maintenance and operations function. 

NOTE 7 - LONG TERM LIABILITIES

Series 2005	
On August 5, 2005 , the District issued $22 ,525,000 of Capital Imp rovement Revenue Bonds, Series 2005
consisting of $7,705 ,000 Term Bonds Series 2005A due on May 1, 2036 with a fixed interest rate of 5.375% and $14,820,000 Term Bonds Series 20058 due in November 1, 201 0 with a fixed interest rate of 4.875%. The Bonds were issued to finance the acquisition and construction of certain improvements for the benefit of the District. I nterest is to be paid semiannually on each May 1 and November 1. Principal on the Bonds is to be paid serially commencing May 1, 2007 through May 1, 2036.

 	 	 	 

NOTE 7 - LONG TERM LIABILITIES (Continued)
Series 2005 (Continued)
 	
The Series 2005A Bonds are subject to redemption at the option ofthe District prior to their maturity on or after May 1, 2014. The Bonds are subject to extraordina ry mandatory redemption prior to their selected maturity in the manner determined by the Bond Registrar if certain events occu rred as outlined in the Bond Indenture. This occurred during the current fiscal year as the District collected assessments from lot closings and prepaid

$45 , 000 of the Series 2005A Bonds. See Note 14 - Subsequent Events for additiona l call amounts subsequent to the fiscal year end.

The Bond Indenture established a debt service reserve requirement as well as other restrictions and requirements relati ng principally to the use of proceeds to pay for the infrastructu re improvements and the procedures to be followed by the District on assessments to p roperty owners. The District agrees to levy special assessments in annual amounts adequate to provide payment of debt service and to meet the reserve requi rements. The District was not in compliance with the requirements at September 30, 201 7. 
The Developer had previously failed to make payment on the special assessments for the 2005A Bonds which ultimately secure the Bonds. As a result, certain debt service payments were made, in part, by draws on the debt service reserve accou nt. As a result of these payments and other payments of default related expenses, there is a deficit of approximately $58,000 in the Series 2005A debt service reserve account at September 30, 201 7. 

Series 2006
On November 20, 2006, the District issued $25,445 ,000 of Capital Improvement Revenue Bonds, Series 2006 consisting of $5,025, 000 Term Bonds Series 2006A due on May 1, 2038 with a fixed interest rate of 5. 300% and $20,420, 000 Term Bonds Series 2006B due in November 1, 201 1 with a fixed interest rate of 5.000%. The Bonds were issued to finance the acquisition and construction of certain improvements for the benefit of the District. Interest is to be paid semiannually on each May 1 and November 1. Principal on the Bonds is to be paid serially commencing May 1, 2009 through May 1, 2038. The Series 2006B were not initially paid offwhen due.

The Series 2006A Bonds are subject to redemption at the option ofthe District prior to their maturity on or after May 1, 201 6. The Bonds are subject to extrao rd inary mandatory redemption prior to their selected maturity in the manner determined by the Bond Registrar if certain events occurred as outlined in the Bond Indenture.

The Bond Indentu re established certain restrictions and requirements relating principally to the use of proceeds to pay for the infrastructure improvements and the procedures to be followed by the District on assessments to property owners. The District agrees to levy special assessments in annual amounts adequate to provide payment of debt service. The District was in compliance with the requi rements at September 30, 201 7. 

The Developer owns almost all of the benefitted p roperty associated with the Series 2006 Bonds. The Developer had not paid its share of the assessments for the prior and current fiscal years. As a result of the delinquent assessments, the District did not have sufficient funds to make the Series 2006A and Series 2006B debt service payments due du ring fiscal years 20 10 -201 7. During the current fiscal year, the District entered into a settlement agreement with the Developer in fu ll satisfaction of past owed assessment amounts from the Developer. In accordance with the agreement, the Developer contributed funds of $389, 000 to the general fund and conveyed land valued at $493, 825 to the District. In addition , $995 ,000 and $20 ,420 ,000 of the Series 2006A and Series 2006B Bonds were forg iven along with all of the overdue interest, respectively. This thereby cured the default.

NOTE 7 - LONG TERM LIABILITIES (Continued)

Long-term de bt activity

Changes in  long-term liability activity for the fiscal year ended September 30, 201 7 were as follows:

Gm,ernmental actil,Hies Bonds pay able:	Beginning
Balance	Increases	Decreases	Ending Balance	Due Within One Year	
Series 2005	$	5, 385, 000  $	$	200 ,000	$	5,1 85, 000	$	1 60, 000	
Series 2006	25, 375, 000	21 ,415 000	3,960, 000	105,000	
Total	$	30, 760 ,000   $	$	21 ,61 5, 000	$	9,1 45, 000	$	265,000	

At September 30,  201 7, the scheduled debt service requi rements on the long-term debt were as follows:

Year ending September 30:

Gm,emmental ActilAlies
Principal	Interest	Total

201 8	$	265, 000	$	462 , 922	$	727 ,922	
201 9	280 ,000 	474,409	754 ,409	
2020	295,000 	459 ,441	754,441	
202 1	31 5,000 	443 ,671 	758,67 1	
2022	330,000	426,834	756,834	
2023-2027	1 ,945, 000	1, 849,253	3,794,253	
2028-2032	2, 540,000	1, 268,738	3,808, 738	
2033-2037	2,870, 000	5 11 ,81 5	3,381 ,815 	
2038	305 ,000	16,1 65	321 ,165	
Total	$	9,145, 000	$	5,91 3,248	$	15 ,058 ,248	

NOTE 8 - DEVELOPER TRANSACTIONS
The Developer owns a portion of land within the District; therefore , assessment revenues in the general and debt service funds include the assessments levied on those lots owned by the Developer.
See Note 10 - Event of Default for details about funds contributed by the Developer related to the Bond restru ctu ring. 
NOTE 9 - CONCENTRATION 
The District's activity is dependent upon the continued involvement ofthe Developer, the loss of which could have a material adverse effect on the District's operations.
NOTE 10 - EVENT OF DEFAULT
As  a  result of the delinquent assessments and  the  missed  debt service payments  by the  Developer,  the District declared the occu rrence ofan event of default in accordance with the Bond Indenture. The occurrence of an event of default creates certain remed ial rig hts and remed ies in favor of the Trustee. Pursuant to the Indentu re , the owners of a m ajority in aggregate pri ncipal amount of the Bonds then outstanding may direct the Trustee with regard to such rights and re medies following an event of default and upon provision of indemnity satisfactory to the Trustee and in accordance with provisions of the Indenture.

The event of default was cured in the current fiscal year as the District entered a settlement agreement and restructured the Bonds. Due to the restructu ring, the District incurred $83, 750 of costs in the capital projects fund re lated to the Bond restructuring in the curre nt fiscal year. In addition, pursuant to the bond restructu ring funding agreement, the Developer contributed $25,000 and $1 13 ,750 to the debt service and capital p rojects funds, respectively.

 	 	

NOTE 11 - INTERLOCAL AGREEMENT

In a prior year, the District and Lake Ashton Community Development District (the "Parties") entered into an interlocal agreement whereby the Parties ag reed to g ra nt non-exclusive right to their residents of the Amenities located within each Pa rty's boundaries. Fu rthermore, the Parties agreed tojoi ntly construct certain roadway connections and that the actual costs associated with the maintenance and operation of the roadways that have been incurred and paid will be pro rated between the Parties based on the number of platted lots that have been approved as of September 15 of each fiscal year. This occurred in a prior fiscal year as Lake Ashton COD performed certain roadways repairs costing a total of $292, 300 and billed the District $79 ,929 for its portion of the cost. This amount has been paid in fu ll. During a prior fiscal year, the lnterlocal Agreement with Lake Ashton COD was amended to automatically make all current and future roadways and appu rtenances owned by and located within each District subject to the lnterlocal Agreement as of the date of acquisition or control by the respective District without need for fu rther amendment. Also, the Districts agreed to each reimburse the other for prior roadway costs paid under the lnterlocal Agreement to the other District. Accordingly, the District was reimbursed $ 1 90, 21 9 during a prior fiscal year.
NOTE 12 - MANAGEMENT COMPANY
The District has contracted with a management company to perform management advisory services, which include financial  and  accounting  advisory services.  Certain employees of the management company also serve as officers of the District. Under the agreement, the District compensates the management company for management, accounting, financial reporting, computer and other admin istrative costs.
NOTE 13 - RISK MANAGEMENT
The District is exposed to various risks of loss re lated to torts; theft of, damage to, and destruction of assets; errors and omissions; and natural disasters. The District has obtained commercial insu rance from independent third parties to mitigate the costs of these risks; coverage may not extend to all situations. There were no settled claims during the past three years.

NOTE 14 - SUBSEQUENT EVENTS
Bond Payments

Subsequent to fiscal year end, the District prepaid a total of $80, 000 of the Series 2005A Bonds. The prepayments were considered extraordinary mandatory redemptions as outlined in the Bond Indenture.

LAKE ASHTON II COMMUNITY DEVELOPMENT DISTRICT POLK COUNTY, FLORIDA
SCHEDULE OF REVENUES, EXPENDITURES AND CHANGES IN FUND BALANCE - BUDGET AND ACTUAL - GENERAL FUND FOR THE FISCAL YEAR ENDED SEPTEMBER 30, 201 7

Variance with
Budgeted Amounts
Original & Final	
Actual Amounts	Final Budget - Positive
(Negative)	
REVENUES			
Developer contributions	$	515,531 	$	389, 000	$	(1 26,531 )	
Assessments	743,486	1, 261 ,000	51 7,514 	
I nterest		6, 635	6, 635	
Miscellaneous	43, 869	43, 869
Total revenues	1, 259, 01 7	1 , 700, 504	441 ,487

EXPENDITURES
Current:
General government	1 35, 1 40	263, 938	(1 28,798)	
Maintenance and operations	761 ,1 05	724, 91 8	36, 1 87	
Capital outlay	362 , 773	70, 493	292 ,280	
Total expenditures	1, 259, 01 8	1, 059, 349	1 99, 669	

Excess (deficiency) of revenues				
over (under) expenditures	$	(1) 	641 ,1 55	$	641 ,1 56	
Fund balance - beginning		161 , 830		
Fund balance - ending 		$	802, 985		

DRAFT

See notes to required supplementary information 

23

LAKE ASHTON II COMMUNITY DEVELOPMENT DISTRICT POLK COUNTY, FLORI DA
NOTES TO  REQUIRED SUPPLEMENTARY INFORMATION 

The District is required to establish a budgetary system and an approved Annual Budget for the general fund. The District' s budgeting process is based on estimates of cash receipts and cash expenditures which are approved by the Board. The budget approximates a basis consiste nt with accounting principles generally accepted in the United States of America (generally accepted accounting principles).

The legal level of budgetary control, the level at which expenditures may not exceed budget, is in the agg regate. Any budget amendments that increase the aggregate budgeted appropriations must be approved by the Board of Supervisors. Actual general fund expenditures did not exceed appropriations for the fiscal year ended September 30, 201 7

DRAFT
24

 	 	 	

INDEPENDENT AUDITOR'S REPORT ON INTERNAL CONTROL OVER FINANCIAL REPORTI NG AND ON COMPLIANCE AND OTHER MATTE RS BASED ON AN AUDIT OF FINANCIAL STATEMENTS PERFORMED IN ACCORDANCE WITH
GOVERNMENT A UDITING S TANDARDS
To the Board of Supervisors
Lake Ashton II Community Development District Polk County,  Florida

xxxx,

We  have  audited,  in  accordance with  the  auditing  standards  generally  accepted  in  the  United  States  of America and the standards applicable to financial audits contained in Government Auditing Standards issued by the Comptroller General of the United States, the financial statements of the governmental activities and each m ajor fund of Lake Ashton 11 Community Development District, Polk County, Florida (" District") as of and for the fiscal year ended September 30, 201 7, and the related notes to the financial statements, which col lectively comprise the District's basic financial statements, and have issued our opinion thereon dated

2018 .
Internal Control Over Financial Reporting 
In planning and performing our audit of the financial statements, we considered the District's internal control over financial reporting (internal control) to determine the audit procedures that are appropriate in the circumstances for the purpose of expressing our opinions on the financial statements, but not for the purpose of expressing an opinion on the effectiveness of the District' s internal control . Accordingly, we do not express an opinion on the effectiveness of the District's internal control. 
A deficiency in internal control exists when the design or operation of a control does not allow management or employees,  in the  normal course of performing their assigned functions, to prevent,  or detect and correct misstatements on a timely basis. A material weakness is a deficiency, or a combination of deficiencies, in internal control, such that there is a reasonable possibility that a material misstatement ofthe entity's financial statements will  not be prevented,  or detected and corrected on a timely basis. A significant deficiency is a deficiency, or a combination of deficiencies, in internal control that is less severe than a material weakness, yet important enough to merit attention by those charged with governance.
Our consideration of internal control was for the limited purpose described in the fi rst paragraph of this section and was not designed to identify all deficiencies in internal control that might be material weaknesses or, significant deficiencies. Given these lim itations, during our audit we did not identify any deficiencies in internal control that we consider to be material weaknesses. However, material weaknesses may exist that have not been identified. 

Compliance and Other Matters

As part of obtaining reasonable assurance about whether the District's fi nancial statements are free from material misstatement, we performed tests of its compliance with certain provisions of laws, regulations, contracts, and agreements, noncompliance with which could have a direct and material effect on the determination  of financial  statement  amounts.  However,  providing  an  opinion  on  compliance  with  those provisions was not an objective of our audit, and accordingly, we do not express such an opinion. The results of our tests disclosed no instances of noncompliance or other matters that are requi red to be reported under Government Auditing Standards.

DRAFT
25

 	 	 	 	 	

Pu rpose of this Report

The purpose of this repo rt is solely to describe the scope of our testing of internal control and compliance and the results of that testing, and not to provide an opinion on the effectiveness of the entity 's internal control or on compliance. This report is an integral part of an audit performed in accordance with Government Auditing Standards in considering the entity's internal control and compliance. Accordingly, this communication is not suitable for any other purpose.

xxxx, 201 8

 	 	 	

INDEPENDENT AUDITOR'S REPORT ON COMPLIANCE WITH THE
REQUIREMENTS OF SECTION 21 8.41 5, FLORI DA STATUTES, REQUIRED BY RULE 10 .556(10) OF THE AUDITOR GENERAL OF THE STATE OF FLORIDA
To the Board of Supervisors

Lake Ashton II Community Development District Polk County, Florida

We have examined Lake Ashton II Community Development District, Polk County, Florida's ("District") compliance with the requirements of Section 21 8.41 5, Florida Statutes, in accordance with Rule 10 .556 (1 0) of the Auditor General of the State of Florida during the fiscal year ended September 30, 201 7. Management is responsible for District' s compliance with those requirements. Our responsibility is to express an opinion on District's compliance based on our examinatio n. 

Our examination was conducted in accordance with attestation standard s established by the American Institute of Certified Public Accountants. Those standards require that we plan and perform the examination to obtain reasonable assurance about whether the District complied, in all material respects, with the specified requirements referenced in Section 21 8.41 5, Florida Statutes. An examination involves performing procedures to obtain evidence about whether the District complied with the specified requirements. The natu re, timing, and extent of the procedures selected depend on our judgment, including an assessment of the risks of material noncompliance, whether due to fraud or error. We believe th at the evidence we obtained is sufficient and appropriate to provide a reasonable basis for our opinion. Our examination does not provide a legal determination on the District's compliance with specified requirements.
In  our opinion , the District complied,  in all material  respects, with the aforementioned requirements for the fiscal year ended September 30, 201 7.

This report is intended solely fo r the information and use of the Legislative Auditing Committee, members of the Florida Senate and the Florida House of Rep resentatives , the Florida Auditor General, management, and the Board of Supervisors of Lake Ashton II Community Development District, Polk County, Florida and is not intended to be and should not be used by anyone other than these specified parties.

XXXX, 201 8

 	 	 	 	 	 	

MANAGEMENT LETTER PURSUANT TO THE RULES OF THE AUDITOR GENE RAL FOR THE STATE OF FLORIDA
To the Board of Supervisors

Lake Ashton II Community Development District Polk County
Report on the Financial Statements

We have audited the accompanying basic financial statements of Lake Ashton II Community Development District, Polk County, Florida ("District") as of and for the fiscal year ended September 30, 2017 , and have issued our report thereon dated XXXX, 201 8.

Auditor's Responsibility	

We conducted our audit in accordance with auditing standards generally accepted in the United States of America; the standards applicable to fi nancial audits contained in Government Auditing Standards, issued by the Comptroller General of the United States; and Chapter 1 0 .550 , Rules of the Florida Auditor General. 
Other Reporting Requi rements

We have issued our Independent Auditor's Report on Internal Control over Financial Reporting and on Compliance and Other Matters Based on an Audit ofthe Financial Statements Performed in Accordance with Government A uditing Standards; and Independent Auditor's Report on an examination conducted in accordance with A/CPA Professional Standards, AT-C Section 31 5, regarding compliance requirements in accordance with Chapter 10 .550, Rules ofthe Auditor General. Disclosures in those reports, which are dated XXXX,  2018 , should be considered  in conjunction with th is management letter.
Purpose of this Letter
The purpose of this letter is to comment on those matters required by Chapter 10 .550 of the Ru les of the Auditor General fo r the State of Florida. Accordingly, in connection with our audit ofthe financial statements of the District, as described i n the fi rst paragraph, we report the following: 

Current year findings and recommendations.
Status of prior year fi ndings and recommendations.
Ill. Compliance with the Provisions of the Aud itor General of the State of Florida.
Our management letter is intended solely for the information and use of the Legislative Auditing Committee, members of the Florida Senate and the Florida House of Representatives, the Florida Auditor General, Federal and other g ranting agencies, as applicable, management, and the Board of Supervisors of Lake Ashton II Community Development District, Polk County, Florida and is not intended to be and should not be used by anyone other than these specified parties.

We wish to thank Lake Ashton II Community Development District, Polk County, Florida and the personnel associated with it, for the opportunity to be of service to them in this endeavor as well as future engagements, and the cou rtesies extended to us.

xxxx, 20 18 

 	 	 	

REPO RT TO MANAGEMENT

CURRENT YEAR FINDI NGS AND RECOMMENDATIONS
None
PRIOR YEAR FINDINGS AND RECOMMEN DATIONS
201 2-01 Financial Cond ition Assessment 201 3-01 : Financial Condition Assessment
2014-01 :  Financial Condition Assessment
201 5-01 : Financial Condition Assessment
201 6-01 :  Financial Condition Assessment

Current Status: Recommendation has been implemented .

Ill. COMPLIANCE WITH THE PROVISIONS OF THE AUDITOR GENE RAL OF THE STATE OF FLORIDA
Unless otherwise requi red to be reported in the aud itor's report on compliance and internal controls, the management letter shall include, but not be limited to the followi ng: 

A statement as to whether or not corrective actions have been taken to address findings and recommendations made in the preceding annual fi nancial audit report.
There were no significant fi ndings and recommendations made in the preceding annual financial audit report for the fiscal year ended September 30, 201 6, except as noted above.
Any recommendations to imp rove the local governmental entity's financial management.
There were no such matters discovered by, or that came to the attention of, the auditor, to be repo rted for the fiscal year ended September 30, 201 7 .

Noncompliance with p rovi sions of contracts or grant agreements , or abuse, that have occurred , or are likely to have occurred, that have an effect on the financial statements that is less than material but which warrants the attention of those charged with governance.

There were no such matters discovered by, or that came to the attention of, the auditor, to be reported, for the fiscal year ended September 30, 2017. 

The name or official title and legal authority of the District are disclosed in the notes to the financial statements. 
The financial report filed with the Florida Department of Financial Services pursuant to Section 21 8.32(1 )(a) , Florida Statutes ag rees with the September 30, 201 7 financial aud it report.

The District has not met one or more of the financial emergency conditions described in Section 218. 503(1 ), Florida Statutes.
We applied fi nancial condition assessment procedu res and no deteriorating financial conditions were noted as of September 30, 2017 . It is management's responsibility to monitor financial condition , and our financial condition assessment was based in part on representations made by management and the review of financial information provided by same.

 	 	

Post Office Box 1469 Eagle Lake, FL 33839- 1469

(800) 408-8882	(863) 533-8882

(863) 534-3322

ll R	18 

March 2, 2018 

Lake Ashton II CDD 5385 N. Nob Hill Rd. Sumise, FL 3335 1
RE: Aquatic Plant Management Agreement
The present term for aquatic plant maintenance for the ponds associated with Lake Ashton II CDD is due for automatic renewal in April 2018 . It is the desire of AAM, Inc. , to continue the maintenance program. Per term and condition 14 on the back of your agreement, even if we do not receive a signed copy back your contract will automatically renew.
AAM has decided to waive the 3% increase for this corning year. We also would like to thank you for your loyalty with AAM, Inc.
Please review the proposal. If there are any questions, concerns or need for clarification, do not hesitate to call. If all meets with your approval, sign and returnthe FILE COPY of the agreement to our office.
We look forward to being ofcontinued service. If you have any questions, please contact our office.

Wade L. Pharis Vice President
Enclosure

www .a ppl iedaq uaticmg mt.com

Submi tted to: Name 
Address City Phone 

P.O. Box 1469 Eagle Lake, FL 33839
1 -800-408-8882

AQUATIC  PLANT MANAGEMENT 
AGREEMENT

Date:

This Agreement is between Applied Aquatic Management, Inc. hereafter called "MM" and hereafter called "Customer".
The parties hereto agree as follows

MM agrees to provide aqu atic management services for a period of

in accordance with the terms and conditions of this Ag reement in the followi ng sites :

The MM management program wil l include the control of the following categories of vegetation for the specified sum:
Submersed vegetation control
Emersed vegetation control
Floating vegetation control
Filamentous algae control
5 . Shoreline g rass & brush control

Customer agrees to pay MM the following amounts during the term of th is Agreement:

Start-up Charge

Maintenance Fee		:;J;: b.00	Due	i tioni hly	as billed Total Annual Cost	(,G, i{lflOO 

Invoices are due and payable within 30 days. Overdue accounts may accrue a service charge of 1 112% per month
AAM agrees to commence treatment within	days, weather permitting , from the d ate of execution or receipt of the proper permits. 
Customer acknowledges that he has read and is familiar with the additional terms and conditions p rinted on the reverse side which are incorporated in this agreement.

Date:	Accepted	Date:

Customer

PO  Box 1469 
Eagle Lake, FL 33 839-1 469
Phone:  863 .533. 8882
Fax:  863 .534.3322

Customer Information

To make sure we have the correct information, please fill this out and return to our office.

Affiliation:   ----------------------------
Contact:    ----------------------------

Address: ----------------------------

Billing Address:  	_ 	_ 	_

_

Phone #-----------------------------

Fax          #------------------------------
Email------------------------------

We look forward to being of continued service. Thank you

NOTICE OF QUALIFYING PERIOD FOR CANDIDATES FOR THE BOARD OF SUPERVISORS OF THE

LAKE ASHTON II COMMUNITY DEVELOPMENT DISTRICT

Notice is hereby given that the qualifying period for candidates for the office of Supervisor of the Lake Ashton II Community Development District will commence at noon of June 18, 2018 and close at noon on June 22, 2018. Ca.ndidates must qualify for the office of Supervisor with the Polk County Supervisor of Elections located at 250 South Broadway, Bartow, Florida 33830 and the telephone number is 863-534-5888. All candidates shall qualify for individual seats in accordance with section 99.061, Florida Statutes, and must also be qualified electors of the District. A qualified elector is any person at least 18 years of age who is a citizen of the United States, a legal resident of the State of Florida and of the District, and who is registered to vote with the Polk County Supervisor of Elections. Campaigns shall be conducted in accordance with Chapter 106, Florida Statutes.

The Lake Ashton II Community Development District has two seats up for election, specifically seat #1 and seat #3. Each seat carries a four-year term of office. Elections are nonpartisan and will be held at the same time as the general election on November 06, 2018, in the manner prescribed by law for general elections.

For additional information, please contact the Polk County Supervisor of Elections.

Lori Edwards

POLK COUNTY, FLORIDA

;}

i

I ll

April 1 7, 20 18 

Jennifer McConnell

Lake Ashton II Community Development District 5385 North Nob Hill Road
Sunrise, Florida 3 3 3 51 

RE : Lake Ashton II Community Development District Registered Voters

Dear Ms. McConnell,
In response to your request, there are currently 626 voters within the Lake Ashton II Community Development District. This number of registered voters in said District is as of April 15, 2018. 

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

S incerely,

{,,{JU '	foltA..J CV\ c;GJ

Lori Edwards Supervisor of Elections Polk County, Florida

P. O. Box 1 460, Bartow, FL 33831 PHONE: (863) 534-5888  Fax: (863) 845-271 8
PolkElections.com

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

 	 	 	 	 	

LAKE ASHTON II

COMMUNITY DEVELOPMENT DISTRICT
Check Run Summary GF

Date	Check Numbers

	Amount	
217/2018	1947-1958
	$36, 996. 53	
2127/2078	1959- 1979	$47,446. 64	
2/2812018	1980	$448. 40

3/1312018	1981- 1994	$194, 13 7. 56	
3/2012018	1995-2009	$9, 525. 62	
3/2 112018	2010	$500. 00	
4/4/2018	2011-2028	$56, 909. 42	
4/1712018	2029-2039	$210,3 73. 23	
4/20/2018	2040	$400, 000. 00	
Total	
Check Run Summary CR	$956,33 7.40	
Date	Check Numbers	Amount	
2/2712018

	5	$5,2 75. 00	
3/1912018	6- 7	$62, 885. 85	
4/18/2018	8	$27,260. 00	
Total		$95, 420. 85	

2/1/2018 - 4/30/2018

A* P* 3* 0 0R	YEA*R* *-TO-DATE   ACCOUNTS   PAYABLE   PREPAID/COMPUTER   CHECK  REGISTER

RUN	5/03/18	PAGE	1

CHECK DATES 02/01/2018 - 04/3 0/2018 

LAKE ASHTON II - GENERAL FUND BANK A LAKE ASHTON II - GF

CHECK	VEND#	. . . . . INVOICE . . . . .    . . . EXPENSED  TO . . .		VENDOR NAME DATE			DATE	INVOICE	YRMO	DPT ACCT#  SUB	SUBCLASS

S TATUS

AMOUNT	. . . . CHECK . . . . .  
AMOUNT	#

2/07/18  000 51 

2/ 07/18 00092

1/31/18 30745931 20 1801 32 0-57200-43100 
PROPANE  #627267684	AMERIGAS
1/31/18  167310	20 1801 320 -57200-46500 
JAN 18 -AQUATIC PLANT MGMT 1/31/18  167311	20 1801 320 -57200-46500 

2/07 /18 00081 

2/ 01/18 02012018 201802 320- 57200-23 000 

REIMB -HEALTH INSURANCE

*

MARY BOSMAN

2/07/18 0014 0

1/31/18 01312018 201801 320- 572 00-34100 

TECH SUPPORT

*

RYAN A BUSWELL

2/07/18 00070 

1/16/18  822788	20180 1 320- 57200- 34 800 

PEST CONTROL SVC

*

FLORIDA PEST CONTROL

JAN   18-AQUATI C  PLANT  MGMT	APPLIED AQUATIC MANAGEMENT, INC .

*

-   -  -
*
*
-   -  -

-   -  -

1 , 552 . 5 8

-  -   -   -   -   -   -   - 1 -, 5 5- 2 -. 5 -8   001947 
725 . 0 0
150 . 0 0

-   -   -   -   -   -   -  -   - 8 -7 5 -. 0 -0   00194 8
250 . 0 0
-   -  -   -   -   -   -   -   - 2 5- 0 -. 0 -0   001949 
175 . 0 0

- - -

-   -   -   -   -   -   -   -   - 1 -7 5 -. 0 -0   001950 

125 . 0 0

2/07 /18 00 011 

2/ 01/18  165	201802 310- 513 00- 34000 
MGMT FEES - FEB 18 
2/ 01/18  165	201802 310 -513 00- 35100 
COMPUTER TIME- FEB 18 
2/ 01/18  165	20 1802 310 -51300-31300 
DISSEM AGNT SVC-FEB 18 
2/01/18  165	201802 310- 51300-51000 
SUPPLIES -FEB 18 
2/01/18  165	20 1802 310-51300-42000 
POSTAGE -FEB 18 
2/ 01/18  165	201802 31 0-51300-42500 
COPIES-FEB 18 

2/ 01/18  165	201 802 310-51300 -51000 

- - -
*
*
*
*
*
*
*

-   -   -   -   -   -   -   -   - 1 -25 -. 0 -0   001951 3 , 950 . 67
83 . 3 3
500 . 0 0
3 . 60 

21 .64
18 .6 0
45 . 0 0

2/07/18 00126 

GOOGLE EMAIL-FEB 18	GMS - SO FLORIDA, LLC 1/31/18 CDDI I-15 20180 1 320-57200- 46010 

- - -
*

-   -   -   -   -   -   -   - 4 -, 6 2- 2 -. 8 4-
3 , 2 80 . 0 0

001952 

2/07/18 00150 

JANUARY  HFC  CLEANING	MAGI C GENIE CLEANING SERVI CES , INC .
1/31/18   17-101-1  201801 31 0-51300-31100	* SERVICE  THRU- 01/31/18	RAYL ENGINEERING & SURVEYING , LLC

LKA2   LAKE ASHTON 2	MPHILLIPS 

2, 681 . 81

3 , 2 80 . 0 0  001953 

2 , 6 81 . 8 1 00 1954 

A* P* 3* 00 R	/	/

/	/	YEAR* * -* TO- DATE   ACCOUNTS   PAYAB LE   PREPAID/ COMPUTER   CHECK  REGISTER

RUN	5 / 03 / 18 

PAGE	2

CHECK DATES 02 

01 20 18 - 0 4

30 201 8

LAKE ASHTON II - GENERAL FUND

BANK A LAKE ASHTON II - GF

CHECK	VEND#	. . . . . INVOICE . . . . .    . . . EXPENSED  TO . . .		VENDOR NAME DATE			DATE	INVOICE	YRMO	DPT  ACCT#  SUB	SUBCLASS

S TATUS

AMOUNT

. . . . CHECK . . . . .  
AMOUNT	#

2 / 07 / 18 00152 

2 / 07 / 18  00087 

2 / 07 / 18 00 158 

2 / 07 / 18 00067 

2 / 2 7 / 18  000 51 

2 / 27 / 18  000 74 

2 / 27 / 18  000 76 

2 / 01 / 18 E4 010467 20 18 02 32 0-57200- 34500	* SERVI CE  THRU- 02 / 01 / 18	SECURI TAS SECURI TY SERVI CES USA, INC
2 / 01 / 18 02012018 201802 320-57200- 23000	* REIMB - HEALTH INSURANCE	KAREN VANKIRK
1 / 23 / 18 JAN -18	20 1801 32 0-57200- 46020	* DRAIN  SYSTEM FOR GUTTERS	WARREN CONSTRUCTION MANAGEMENT LLC 
1 / 31 / 18  INV-0000 201801 320 -57 200- 462 00	* JAN   18- LANDSCAPE  MAINT	YELLOWSTONE LANDS CAPE 
2 / 14 / 18 30 7 51818 2018 02 320-57200- 43100	* PROPANE # 627979468	AMERIGAS
2 / 19 / 18  161958	20180 2 320-5 72 00-34500	* S PRING BUSHINGS	ARTS GOLF CARTS INC .
1 / 31 / 18 00344 047 201801 320 -5720 0- 410 00	*

4 , 9 53 . 0 3

2 04 .4 4

5 , 2 7 5 . 0 0

13 , 0 01 . 8 3

1, 212 . 7 4

128 . 0 0

244 . 74

4, 953 . 0 3 0 01 955 

2 04 . 4 4 001956 

5 , 2 7 5 . 0 0  00 1957 

13 , 0 01 . 8 3  00 1958 

1 , 2 12 . 74 00 1959 

12 8 . 0 0  00 19 60 

2 / 04 /

7900 COUNTY ROAD 653 
18 050183 00 201802 320- 57200-41000 

60 52  PEBBLE BEACH BLVD	BRIGHT HOUSE NETWORKS

*	8 37 . 7 8

1, 082 . 5 2 00 1961 

2/27 / 18 00 140 

2 / 27 / 18 00 064 

2 / 27 / 18 00 084 

2 / 23/18 02 232018 201 802  320-57 200- 34100 
TECH SUPPORT	RYAN A BUSWELL 
2 / 16 / 18  FEB - 1 8	2018 02 320-5720 0-43200 
FEB  18  -  ELECTRI C	CITY OF WINTER HAVEN 1 / 31 / 18 AR319632 20 18 01 320 -572 00-51000 

*	1 66 . 2 5

*	1, 6 93 . 54

*	8 . 0 0

166 . 2 5 00 1962 

1 , 6 93 . 5 4  00 1963 

2 / 05 /
2 / 05 /

BLACK TONER CARTRIDGE

18 

18 AR3 20830 20 18 02 320 -57200 -51000 SERVI CE THRU 11 / 05-02 / 04 
AR3 208 3 0 20 180 2 320-5720 0-51000 
SERVICE THRU 02 / 05-0 5 / 04	DEX IMAGING

*	466 . 0 0
*	107 .48 

581 .48 00 1964 

 	
LKA2 LAKE ASHTON 2	MPHI LL IPS 

AP3 00R	YEAR-TO- DATE ACCOUNTS PAYABLE PREPAID/ COMPUTER CHECK REGISTER
*** CHECK DATES 02/0 1/2 018 -  04 /3 0/2 018 ***	LAKE ASHTON II - GENERAL FUND
BANK A LAKE ASHTON II - GF

RUN	5/03/18	PAGE	3

CHECK   VEND#	. . . . . INVOICE . . . . .    . . . EXPENSED  TO . . .		VENDOR NAME DATE		DATE	INVOI CE	YRMO	DPT  ACCT#  SUB	SUBCLASS

S TATUS

AMOUNT	. . . . CHECK . . . . .  
AMOUNT	#

2/27 /18 00113

2/ 27 /18 00003

2/27/18  00161 

2/27/18 00086 

2/0 9/18  124 08	20 1802 32 0-57200- 46030 
YARD   WASTE  SI GNS W/ STAKE	EXTREME GRAPHI CS
1/31/18  6- 079-45  201 801 310- 513 00-42000 
DELIVERIES  THRU- 01/31/18 2/05/18  6-0 86-87 20 1802  31 0-513 00-42000 
DELIVERIES  THRU- 02/13/18	FEDEX
2/13/18  170431	20180 2 320 -57200- 34510 
REPLACE BAD SPEAKER
2/13/18  170434	20 1802 320 -57200- 34510 
NEW  SPEAKER/S TROBE	THE HARTLINE ALARM CO INC 1/22/18   6080444	20180 1 320- 57200-46020 
SUPPLIES
1/25/18  30 51993	20 1801 320- 57200-46020 
SUPPLIES
1/31/18  7052747	20 1801 320 -57200-46020 
SUPPLIES 
2/02/18  5052987	201802 320-57200- 46020 
SUPPLIES
2/0 5/18  2053328	201802 320- 57200-46020 
SUPPLIES
2/ 08/18  905373 7	201802 320- 57200-46030 
SUPPLIES
2/ 12/18  5054144	201802 320- 572 00-46020 
SUPPLIES 
2/2 0/18  7055119	201 802 320- 57200-46020 

*

*	-  -  -
*

*	-  -  -
*
*	-  -  -
*
*
*
*
*
*
*

280 . 0 0
-  -  -  -  -  -  -  -  - 2 -8 0 -. 0 0-
14 .41 
101 . 54 
-  -  -  -  -  -  -  -  - 1 1- 5 -. 9 5-
59 . 8 0
480 .50 
-  -  -  -  -  -  -  -  - 5 4- 0 -.3 0- 254 .49 
67 . 34
129 . 9 7
34 .36 
94 . 7 7
183 . 1 6
67 . 65
80 . 1 0

00 1965 

001966 

001967 

2/27/18 00040 

SUPPLIES		HOME DEPOT CREDIT SERVICES 1/31/18   79659	20 1801 31 0-5130 0-31500 

JAN 18 - LEGAL SERVICES

*	- - -

-  -   -  -  -  -  -  -  - 9 -11 -. 8 4-  001968 

906 .49 

2/27/18 00170 

1/01 /18 JAN-18 
JAN 18 2/ 01/18 FEB-18 
FEB 18 1/01/18 JAN-18 

JAN 18 2/ 01/18 FEB-18 

LATHAM , SHUKER, EDEN & BEAUD INE LLP
20 180 1 32 0-572 00-23000 
HEALTH INSURANCE
20 1802 32 0-572 00-23000 
HEALTH INSURANCE
20 1801 320 -5720 0-23000 
HEALTH INSURANCE
20 1802 320-57200-23000 

*	- -
*
V V

-  -  -  -  -  -  -  -  -  - 9 0- 6 -.4 9-
250 . 0 0
250 . 0 0
250 . 0 0- 
250 . 00- 

001969 

FEB 18 

HEALTH  INSURANCE	JAMES MARGE SON

LKA2   LAKE  ASHTON  2	MPHILLIPS

. 0 0 00197 0

A* *P3* 00 R

/	/	/ 3 0 /

YEAR** *-TO-DATE   ACCOUNTS   PAYAB LE   PREPAID/ COMPUTER   CHECK   REGIS TER

RUN	5 / 03 / 18 

PAGE	4

CHECK DATES 02 

01 2018 - 04 

201 8

LAKE ASHTON II - GENERAL FUND BANK A LAKE ASHTON II - GF

CHECK   VEND#	. . . . . INVOICE . . . . .    . . . EXPENSED  TO . . .		VENDOR NAME DATE		DATE	INVOICE	YRMO	DPT  ACCT#  SUB	SUBCLASS

S TATUS

AMOUNT

. . . . CHECK . . . . .  
AMOUNT	#

2 / 27 / 18 00 107 

1 / 03 / 18 1010 4465 201801 320 -57200- 46 400 

*	21 . 5 8

1 / 17 /

TAYLOR TEST SUPPLIES 
18 10 1045 00 201801 32 0-57200-46400 

POOL  &  PATIO PURCHASES	POOL & PATIO CENTER

*	503 . 9 9

525 . 5 7 001 971 

2 / 27 / 18 00 101 

2 / 27 / 18  00080 

3 / 01 / 18 10129557 20 1803 320- 57 200- 46400 
WATER MANAGEMENT	POOLSURE
2 / 14 / 18	201802   3/ 2 0 /-57 2 00 -34 900 

*	5 40 . 0 0

*	1 64 . 4 7

540 . 0 0 00 1972 

SERVI CE THRU- 02 14 

18	REPUBLIC SERVICES # 654 

164 . 4 7 00 1973 

2 / 27 / 18 00152 

2 / 08 / 18   E4 016325   20 180 2   3/ 20 /-57 200- 34500 

*	4 , 67 1 . 8 8

2 / 15 /

SERVI CE  THRU- 02 08  18	*

2 / 22 /

18 E4 022144 20 1802 3 2 0 -57200- 34500 

/	/

SERVI CE THRU-0 2 15 18 

4 , 759 . 04
*	4 , 6 7 1 . 8 8

18   E4025247   201 802   3/ 2 0 /- 57200-34500 

SE RVI CE THRU-0 2

22  18	SECURI TAS SECURITY SERVI CES USA, INC

14 , 1 02 . 8 0 001 974 

2 / 27 / 18 00062

2 / 13 / 1 8  FEB-18	2018 02 320- 572 00 -43 000 
FEB   18   - ELECTRI C	TAMPA ELECTRI C COMPANY

*	10 , 2 99 . 93

10, 29 9 . 9 3 00 1975 

2 / 27 / 18  00036	10 / 31 / 17  89997	20 1710 320 -57 20 0-46030	* SVC CALL- CLEAN SENSOR	TRADITION CENTRAL AIR, INC .

1 06 . 2 5

106 . 2 5 00 1976 

2 / 27 / 18 00 153 

2 / 22 / 18 11449141 20 180 2 320- 57 200- 4602 0

*	4 48 . 0 0

2 / 22 / 18 

SLIP RES IS TANT MAT
11449141 20 1802 320 -572 00 -46020 

SLIP RES IS TANT  MAT	ULINE

V	448 . 0 0- 

. 0 0 00 1977 

2 / 27 / 18  001 19 

2 / 27 / 18 00067 

2 / 28 / 18 00153 

4 / 23 / 18 68 057216 201 8 04 3 2 0- 5 7 20 0-51000 

/	/

KYOCERA  COPIER- 04 23  18	WELLS FARGO  VENDOR FIN SERV 2 / 01 / 18 INV- 0000 2018 02 320 -5720 0-462 00 
FEB  18- LANDSCAPE MAINT	YELLOWSTONE LANDSCAPE
2 / 22 / 18 11449141 201 802  320- 57200- 46020 
SLIP RE S IS TANT  MAT	ULINE
LKA2  LAKE ASHTON 2	MPHILLIPS 

*	138 . 6 8

*	13 , 0 01 . 8 3

*	44 8 .40 

138 . 68 00 1978 

13 , 0 01 . 8 3  00 1979 

448 . 4 0  00 1980 

A*P3* 00 R

/ 01 /

/	/	YEAR *-TO- DATE   ACCOUNTS   PAYABLE   PREPAID/ COMPUTER   CHECK   REGISTER

RUN	5 / 03 / 18 

PAGE	5

*	CHECK DATES 02 

2018 - 04 

30 2018 ** 

LAKE ASHTON II - GENERAL FUND BANK A LAKE ASHTON II - GF

CHECK	VEND#	. . . . . INVOICE . . . . .   . . . EXPENSED  TO . . .		VENDOR NAME DATE			DATE	INVOICE	YRMO	DPT ACCT#  SUB	SUBCLAS S

S TATUS

AMOUNT

. . . . CHECK . . . . .  
AMOUNT	#

3 / 13 / 18  000 51 

3 / 13 / 18  00 092 

2 / 27 / 18 30757 977 20 1802 320-57200- 43100 
# 628624898 PROPANE	AMERI GAS
2 / 28 / 18 167922	20 180 2 320 -5720 0-46 500 

*	1 , 174 . 7 0

*	725 . 00 

1 , 1 74 . 7 0 00 1981 

2 / 28 /

FEB 18 -AQUATIC PLANT MGMT

*

18  167923	20 180 2 320-57200-46500 

FEB  18 -AQUATIC PLANT MGMT	APPL IED AQUAT IC MANAGEMENT , INC .

150 . 0 0

87 5 . 0 0 00 1982 

3 / 13 / 18 00076 

2 / 01 / 18 003 44047 20 1802 320- 5720 0-41000 
7900  COUNTY ROAD  653	BRIGHT HOUSE NETWORKS

*	244 . 74

244 . 74 001 983 

3 / 13 / 18 00061	12 / 28 / 17 C712 181	20 1712 320-57 200-60000	*	1 , 060 . 0 0

PREVENTATIVE MAINTENANCE

COMMERI CAL FITNESS 

1, 060 . 0 0 00 1984 

3 / 13 / 18  00070 

3 / 13 / 18 00 011 

2 / 28 / 18  823 792	201802 32 0-57 200- 34800 

PEST CONTROL  SVC	FLORIDA PEST CONTROL 3 / 01 / 18  166	201803 310-51 300- 34000 

*	125 . 0 0

*	3 , 9 50 . 6 7

125 . 0 0 001985 

3 / 01 / 18 
3 / 01 / 18 
3 / 01 /

MGMT FEES- MAR 18 
166	201803 31 0-51300-35100 
COMPUTER TIME- MAR 18 

166	20 1803 310-5130 0-31 3 00 
DISSEM AGNT SVC - MAR 18 

*	83 . 3 3
*	500 . 0 0
*	22 . 5 6

3 / 01 /

18  166	20 1803 310 -513 00 -4 2000 
POSTAGE - MAR 18 
18  166	201803 31 0- 513 00 -4 2500 
COP IES - MAR 18	GMS - SO FLORIDA , LLC

*	127 . 5 0 

4 , 68 4 . 0 6 00 1986 

3 / 13 / 18 00161 

2 / 21 / 18 17115 0	20 1802 320-57200- 34510 

*	148 . 0 0

2 / 22 /

SVC CHARGE & LABOR
18  171188	201802 320-57 200 -34510 
MONTHLY MAINTENANCE	THE HARTL INE ALARM CO INC

*	13 0 . 0 0

27 8 . 0 0 001987 

3 / 13 / 18  000 16 

3 / 13 / 18 00 168 

3 / 13 / 18 03132 018 20 1803 30 0-20700-10100 
TXFER  OF   TAX   RCPTS	LAKE   ASHTON   I I   C/ O   US   BANK 3 / 13 / 18 03132018 20180 3  30 0-207 00-10300 

TXFER   OF   TAX   RCPTS	LAKE   ASHTON   II   C/ O   US   BANK

LKA2   LAKE ASHTON 2	MPHILLIPS 

*	95 , 168 . 1 1

*	69, 18 5 . 9 5

95 , 1 68 . 1 1 001988 

69, 185 . 9 5  00 1989 

A* *P3* 00 R

/	/	/	/

YEA*R* *-TO- DATE   ACCOUNTS   PAYABLE   PREPAID/ COMPUTER   CHECK   REGISTER

RUN	5 / 03 / 18 

PAGE	6

CHECK DATES 02 

01 201 8 - 04 

30 201 8

LAKE ASHTON II - GENERAL FUND BANK A LAKE ASHTON II - GF

CHECK	VEND#	. . . . . INVOICE . . . . .    . . . EXPENSED  TO . . .		VENDOR NAME DATE			DATE	INVOICE	YRMO	DPT  ACCT#  SUB	SUBCLASS 

STATUS

AMOUNT

. . . . CHECK . . . . .  

AMOUNT	#

3 / 13 / 18 00 107 

3 / 13 / 18 00150 

3 / 13 / 18 00 152 

2 / 28 / 18 10216798 201802 320-5 72 00- 46400 
POOL  & PATIO PURCHASES	POOL & PATIO  CENTER
2 / 28 / 18 17-101-1 20180 2 31 0-513 0 0- 31100 
SERVI CE  THRU- 02 / 28 / 18	RAYL ENGINEERING &  SURVEYING ,  LLC 3 / 01 / 18 E4 03 089 5 201 803 320-57200 -34500 

*
-  -  -
*
-  -  -
*

1 , 3 0 1 . 9 1
-  -  -  -  -  - -
6 , 076 . 3 8 
-  -  -  -  -  -  -
4, 671 . 8 8

- 1 -, 3 -0 1 -. 9 -1   001990 

- 6 -,  0 7- 6 -. 3 8-  00 1991 

3 / 08 /

SECURITY SVC - 03 / 01 / 18 
18 E4 039843 201 8 03 320- 57 200- 34500 

SECURI TY SVC -  03 / 08 / 18	SECURI TAS SECURITY SERVI CES USA, INC

*
- - -

4 , 671 . 8 8
- - - - - - -

- 9 -, 3 4- 3 -. 7 6-

00 1992 

3 / 13 / 18 00094

2 / 21 / 18 02212018 201802 32 0-57200-51000 

*	563 . 9 9

2 / 21 /

2 / 21 /
2 / 21 /
2 / 21 /
2 / 21 /

FEBURARY CC CHARGES
18 02212 018 201802 320 -5720 0-49400 
FEBURARY CC CHARGES
18 022 12 018 20 1802 320-5720 0-46020 
FEBURARY CC CHARGES
18 02212 018 201 802 320 -57200- 4603 0
FEBURARY CC CHARGES
18 02212 018 20180 2 320-57 200- 46000 
FE BURARY CC CHARGES
18 02212018 20 1802 320- 5720 0-34500 
FEBURARY CC CHARGES	WELLS FARGO

3 / 13 / 18 	001 71 	2 / 06 / 18 	
3 / 20 / 18 	00081 	3 / 01 / 18 	
3 / 20 / 18 	000 76 	3 / 04 / 18 	
		3 / 06 / 18 	
		3 / 09 / 1 8	
3 / 20 / 18 	00 159 	2 / 28 / 18 	

Q- JNVG 68 2018 03 320-57200- 41000 

*
*
*
*

*
- - -
*

282 . 1 6
72 1 . 91 
254 . 3 4
3 33 . 8 8
14 . 6 7
-  -  -  -  -  - -
3 , 39 7 . 0 0

- 2 -, 1 7- 0 -. 9 5-

001 993 

WIRELESS  ACCESS PO INT/ERK	CDW- G, LLC 03 012 018 201 8 03 32 0-57 200- 23000 

- - -
*

-  -  -  -  -  - -
250 . 0 0

- 3 -, 3 9- 7 -. 0 -0   0 01994

RE IMB- HEALTH INSURANCE	MARY BOSMAN

003440 47 201 803 32 0-57 200- 41000 
7900  COUNTY ROAD   65 3
05018300 201 803 320- 57200- 41000 
60 52   PEBBLE  BEACH BLVD
00 344047 20 1803 32 0-57200- 41000 

7900  COUNTY ROAD  653	BRIGHT HOUSE NETWORKS

AMORT

1	2018 0 2 31 0-5130 0-49000 

SCHEDULE  SO SA	DISCLOSURE SERVI CES LLC 
LKA2  LAKE ASHTON 2	MPHILLIPS 

-  - -
*
*
*
-  -  -

... I

*

- - - - - - - -
106 . 7 8
696 . 7 9
60 . 8 4
- - - - - - - -
2 50 . 0 0

- 2 5- 0 -. 0 -0   00 1995 

- 8 6- 4 -. 4 1-  001996 

250 . 0 0 001997 

------------·---·-·-·--····- ---·--------------------------------------------

* * * 

AP 3 00R
CHECK DATES 02 /

01 / 2018 - 04 /

YEAR-TO- DATE ACCOUNTS PAYABLE PREPAID/ COMPUTER CHECK REGISTER 30 / 2018 * * *	LAKE ASHTON II - GENERAL FUND
BANK A LAKE ASHTON II - GF

RUN	5 / 03 / 18 

PAGE	7

CHECK  VEND#	. . . . . INVOICE . . . . .   . . . EXPENSED TO . . .		VENDOR NAME DATE		DATE	INVOICE	YRMO	DPT ACCT# SUB	SUBCLASS

S TATUS

AMOUNT

. . . . CHECK . . . . .  

#

AMOUNT

3 / 20 / 18 00 154 

2 / 27 / 18 PWO-5776 201802 320- 572 00-46020 

*	288 . 4 9

2 / 27 /

ELECTRI C SCI SSOR L IFT
18 PWO-5776 20 1803 32 0-57200-46020 

ELECTRIC SCI SSOR LIFT	FLORIDA LIFT SYSTEMS , INC .

V
- - -

288 . 4 9- 
-  -  -  -  -  - -

. 00 00 1998 

3 / 20 / 18 00 011 

3 / 16 / 18  167	201803 310-51300-49000 

EMAI L  SERVICE  - MAR  18	GMS - SO FLORIDA, LLC

*
- - - - -

27 . 75
- - - - - -

- 2- 7 -. 7 5-

00 1999 

3 / 20 / 18 00136 

2 / 19 / 18 44943 

CLEANED

201802 320- 5720 0-4603 0

/

SEALED   ROOF   LEAKS	JURIN- RO- OF- IN- G - SERVI C- ES- , - IN- C -.

- - -

*
- -	- -

- - -

318 .50 
- - - - - -

- 3 1- 8 -. 5 -0   002000 

3/20 / 18 00 016 

3 / 20 / 18 00168 

3 / 20 / 18 03202018 201803 300- 20700- 10100 
TXFER  OF   TAX  RCPTS	LAKE  A- SH- TO-N- I I-

3 / 20 / 18 0320 2018 20180 3 300- 20700-10300 

C/ O   u- s -BAN-

K-  -

- - - -

*

-

- - - - -
*

179 . 7 7
- - - - - -
13 0 . 6 9

- 1 7- 9 -. 7 7-

00 200 1

3/20 / 18 000 40 

TXFER  OF   TAX   RCPTS	LAKE  A- SH- TO- N- I I- 2/27 / 18 80 134	201802 310-51300- 31 500 

C/ O us BANK -

- - - - -

*

13 0 . 6 9	002002 	
1, 702 . 2 6	002003 	
250 . 0 0	00200 4	
116 . 5 0	002005 	
4 , 644 . 2 2	002006 	

. 0 0	
002007 	
204 . 44	002008 	

1, 702 .26 

FEB 18 - LEGAL SERVI CES

LATHAM , SHUKER , EDEN & BEAUDINE LLP

3/20/18 00170 

3 / 20 / 18 001 72 

3 / 20 / 18 00 152 

3 / 20 /18 00 153 

3/0 1 / 18 03012018 201803 320- 57200- 23 000	* RE IMB- HEALTH INSURANCE	JAMES MARGESON
2/15 / 18 000 00170 201802 320 -57200- 46020	* ADJUST STRI KES ON FRAME	PRECICION SAFE & LOCK, LLC
3 / 15 / 18 E4044343 20 180 3  320- 5720 0-345 00	* SECURITY SVC  - 03 / 15 / 18	SECUR ITAS SECURI TY SERVI CES USA, INC
2/ 22 / 18 951372 81 20 1802 320-5720 0-4602 0	*

250 . 0 0

116 . 5 0

4 , 644 . 2 2

448 .40 

CAR PET DECK PANEL TRUCK
2 / 22 / 18 95137281 20 180 4 32 0-57 20 0- 4602 0
CARPET DECK PANEL TRUCK	ULINE

V	448 . 4 0- 

3 / 20 / 18 00087 

3 / 01 / 18 03012018 201803 320 -57200 -23 000	* RE IMB - HEALTH INSURANCE	KAREN VANKIRK

LKA2  LAKE ASHTON 2	MPHILLIPS

20 4 . 44

A* P* 3* 00R	YEA*R* *- TO- DATE   ACCOUNTS   PAYABLE   PREPAID/ COMPUTER   CHECK  REGISTER

RUN	5/03/18 

PAGE	8

CHECK DATES 02/0 1/2 018 - 04/30/2018 

LAKE ASHTON II - GENERAL FUND BANK A LAKE ASHTON II - GF

CHECK    VEND#	. . . . . INVOICE . . . . .    . . . EXPENSED  TO . . .		VENDOR NAME DATE		DATE	INVOICE	YRMO	DPT  ACCT#  SUB	SUBCLASS

S TATUS

AMOUNT

. . . . CHECK . . . . .  

AMOUNT	#

3/20/18  00 119 

3/21/18 00170 

4/04/18 00051 

4/04/18 00092 

4/04/18 00167 

4/04/18  00 074 

4/04/18  00140 

4/04/18  00 064 

4/04/18  00 003 

4/04/18  000 11 

5/23/18   68 166844   201805 320- 57200-51000	*
KYOCERA   COPIER- 05/23/18	WELLS FARGO VENDOR FIN SERV

*

1/01/18  JAN- 18	20 1801 320-57200-23000	* JAN 18 - HEALTH INSURANCE
2/01 /18  FEB-18	201802 320- 57200-23000 
FEB   18  - HEALTH  INSURANCE	JAMES MARGESON

3/13/18  30 762350  201803 32 0-57200-43100	*

*

PROPANE #62 9290948 
3/29/18 30768106 201803 32 0-57200-43100 
PROPANE  #62 9934869	AMERIGAS

*

3/23/18  168322	20 1803 320 -57200- 46500	* MAR 18 -AQUATIC PLANT MGMT
3/31/18  168525	20 1803 320-57200- 46500 
MAR  18 -AQUAT IC PLANT  MGMT	APPLIED AQUAT IC MANAGEMENT, INC .
3/27/18  032 72018  20 1803   300- 36900- 10100	* REFUND-BIRTHDAY  PARTY	DOROTHY ARTHUR
3/20/18  20782	201803  320 -57200- 34500	* GOLF CART REPAIRS	ARTS GOLF CARTS INC .
3/26/18  03262018  20 1803 320-5720 0-12000	*
TECH SUPPORT	RYAN A BUSWELL
3/ 16/18 MAR- 18	201803 320- 57200-43200	* MAR  18 -  WATER	CITY OF WINTER HAVEN
3/13/18  6-124-24  20 1803  310 -513 00-42000	* DELIVERIES  THRU- 03/13/18	FEDEX

*

4/02/18  168	201804 310-51300-34000	* MGMT FEES - APR 18 
4/02/18  168	20 1804 310 -51300- 35100 
COMPUTER TIME - APR 18 

138 . 68

250 . 0 0
250 . 0 0

1, 360 . 1 0
1, 292 . 9 6

70 0 . 0 0
725 . 0 0

900 . 0 0

317 .3 3

315 . 0 0

1, 960 .43

26.24

3 , 950 . 67
83 . 3 3

138 . 6 8  002009 

500 . 0 0 002010 

2 , 653 . 0 6  002011 

1, 425 . 0 0 00 20 12 

900 . 00  002013

317 .3 3  002 014 

315 . 0 0 002 015 

1, 960 .43  002016 

26 . 24  002017

LKA2   LAKE  ASHTON  2	MPHILLIPS

A* *P3* 00 R

/ 01 /

/	/	YEAR *-TO- DATE   ACCOUNTS   PAYABLE   PREPAID/ COMPUTER   CHECK   REGISTER

RUN	5 / 03 / 18 

PAGE	9

CHECK DATES 02 

2018 - 04 

30 20 18 ** 

LAKE ASHTON II - GENERAL FUND BANK A LAKE ASHTON II - GF

CHECK   VEND#	. . . . . INVO ICE . . . . .    . . . EXPENSED  TO . . .		VENDOR NAME DATE		DATE	INVOICE	YRMO	DPT  ACCT#  SUB	SUBCLASS
4 / 02 / 18  168	201 804 31 0-51 30 0-31300 

S TATUS
*

AMOUNT
500 . 0 0

. . . . CHECK . . . . .  
AMOUNT	#

4 / 02 / 1 8 
4 / 02 / 1 8 

DISSEM AGNT SVC - APR 1 8
168	201804 31 0-51300- 351 10 
WEBSITE ADMIN - APR 18 
168	201804 310-5130 0-42000 

*	27 . 7 5

*	24 . 44

4 / 02 / 1 8 

POSTAGE - APR 18 

0-51300- 42500 

*	33 . 6 0

4 / 04 / 18 00 161 

168	201 804 31 

COP IES  - APR 18	GMS - SO FLORIDA , LLC 3 / 15 / 18 171811	20 1803 32 0-572 00- 34510 

- - -
*

- - -

- - -
195 . 0 0

-  - 4 -, 6 1- 9 -. 7 9-

0020 18 

/	/	FIRE ALARM MONITORING	*

3   21  18  172172	201803 3 20-57200 -345 1 0	13 0 . 00 

4 / 04 / 18 00086 

MONTHLY MAINTENANCE	THE HARTL INE ALARM CO  INC 3 / 21 / 18 6035 322  20 1803 320-57200- 46020 

- - - - -
*

- - - - - -
424 . 8 7

- 3 2- 5 -. 0 0-

0020 19 

3 /	/

SUPPLIES	*

4 / 04 / 18 00 126 

21 18  6035 322 20 1803 320 -5720 0-460 3 0

SUPPLIES	HOME DEPOT CREDIT SERVICES 2 / 28 / 18 CDDI I-1 6 20 1802 320-57 200- 46010 

294 . 3 5 

*	3 , 2 8 0 . 0 0

719 . 2 2 002020 

/	/	FEBRUARY RFC CLEANING	*

3 31 18 CDDI I-17 20 1803 320 -57 200- 46010 

MARCH RFC CLEANING	MAGI C GENIE CLEANING SERVI CES , INC .

3 , 2 8 0 . 0 0

6, 560 . 0 0 002021 

4 / 04 / 18 00101 

4 / 04 / 18 00 150 

4 / 04 / 18  00080 

4 / 04 / 18 00152 

4 / 01 / 18  10129558 201804 320-57 200- 46 400	* WATER MANAGEMENT	POOLSURE
3 / 28 / 18 17-101-1 201803 310-51300- 31100	* SERVICE THRU - 03 / 28 / 18	RAYL ENGINEERING & SURVEYING, LLC 
3 / 14 / 18 0654 -000 201803 320- 57200-34900	* SERVICE THRU- 03 / 14 / 18	REPUBLIC SERVI CES # 654 
3 / 22 / 18 E4 049229 20 1 8 03 320- 57200-34500	*

540 . 0 0

2 , 1 54 .40 

1 64 . 4 7

4 , 834 . 3 8 

54 0 . 0 0  002 022 

2 , 154 . 4 0  002 023 

164 .47 00 2 024 

3 /	/

SECURITY SVC  - 03 / 22 / 18	*

29 18 E4 052345 20 1803 320 -57200- 34500 
SECURITY SVC -  03 / 29 / 18	SECURITAS SECURI TY SERVI CES USA, INC
LKA2  LAKE  ASHTON 2	MPHILLIPS

4 , 671 . 8 8

9 , 506 .26 00 2025 

 	 	

A* P* *3 0 0R

/	/	/	/

YEA*R* *-TO-DATE   ACCOUNTS   PAYABLE   PREPAID/ COMPUTER   CHECK   REGISTER

RUN	5 / 03 / 18 

PAGE	10 

CHECK DATES 02 

01 2018 - 04 

30 2018 

LAKE ASHTON II - GENERAL FUND BANK A LAKE ASHTON II - GF

CHECK  VEND#	. . . . . INVOICE . . . . .   . . . EXPENSED TO . . .		VENDOR NAME DATE		DATE	INVOICE	YRMO	DPT ACCT#  SUB	SUBCLASS

S TATUS

AMOUNT

. . . . CHECK . . . . .  

AMOUNT	#

4 / 04 / 18  0006 2

4 / 04 / 18  000 94 

3/14 / 18 MAR- 18	201803 320- 57200- 43000 

MAR   18  -  ELECTRI C	TAMPA ELECTRI C COMPANY 3 / 22 / 18 03222 018 20 1803 320-5720 0-51000 

*	9 , 7 55 . 2 1

*	180 . 97 

9, 7 55 . 21 002026 

3 / 22 /

3 / 22 /
/

MARCH CC CHARGES
18 03222018 20 1803 320-5720 0-4602 0

18	200- 4 9000 

MARCH  CC  CHARGES 03222 018 20 1803 320-57 MARCH CC CHARGES

*	851 .46 
*	639 . 0 0
*

3/22 
/	/

18 03222018 20 1803 320- 57200- 46030 
MARCH CC CHARGES

183 . 9 8

*

3 22 

18 03222018 20 1803 310- 513 00-49000 

MARCH CC CHARGES	WELLS FARGO

110 . 7 7
1, 966 . 1 8 002027 

4 / 04 / 18 00067 

4 / 17 / 18  0009 2

4 / 17 / 1 8  00076 

4 / 17 / 1 8   000 84 

4 / 17 / 18  00070 

4 / 17 / 18  0001 1

4 / 17 / 1 8  00 022 

4/17/18  0009 5

3 / 01 / 18  INV-0000  20 180 3   32 0-57200- 46200	* MAR  18  -  LANDSCAPE MAINT	YELLOWSTONE LANDSCAPE
3 / 31 / 18  16852 6	20 1803 320-5720 0-465 00	* AQUAT IC PLANT MGMT  SVC	APPLIED AQUAT IC MANAGEMENT , INC .
4/ 05 / 18 50183 001 20 1804 320- 5720 0-410 00	*
60 52  PEBBLE BEACH BLVD	BRIGHT HOUSE NETWORKS
3 / 27 / 18 AR33 1761 20 1803 320-57200 -51000	* TONER	DEX I MAG ING
3 / 31 / 18  LA0 177-0 20 1803 320- 57200- 34 800	* PEST CONTROL  SVC - MARCH 18	FLORIDA PEST CONTROL
4 / 09 / 18  169	201 802 310 -513 00-35100	* EMAIL  SVC- FEB 20 18	GMS - SO FLORIDA , LLC
4 / 03 / 18  16579	201 804 310-513 00-32200	* AUD IT  FYE  09 / 30 / 18	GRAU & ASSOCIATES

4 / 27 / 18 45242	20180 4 320- 57 200- 4602 0	* SUPPLIES		JEN- KEN KILNS

LKA2  LAKE ASHTON 2	MPHILLI PS 

13 , 0 01 . 8 3

15 0 . 0 0

696 . 79 

8 . 0 0

125 . 0 0

27 . 7 5

1 , 5 0 0 . 0 0

315 . 0 0

13 , 00 1 . 8 3  002028 

150 . 0 0 002029 

696 . 79 00 2030 

8 . 0 0 002031 

12 5 . 0 0  0020 32 

27 . 7 5 002033 

1 , 5 00 . 0 0  00 2 034 

31 5 . 0 0  002035 

A* *P3* 00 R	YEA*R-TO- DATE  ACCOUNTS   PAYABLE   PREPAID/ COMPUTER  CHECK  REGISTER

RUN	5 / 03 / 18 

PAGE	11 

CHECK DATES 02 / 01 / 2018 - 04 / 30 / 2018 

**	LAKE ASHTON II - GENERAL FUND BANK A LAKE ASHTON II - GF

CHECK	VEND#	. . . .  . INVOICE . . . . .    . .  . EXPENSED   TO .  . .		VENDOR  NAME	S TATUS DATE			DATE	INVOICE	YRMO	DPT  ACCT#   SUB	SUBCLASS

AMOUNT

. . . . CHECK . . . . . 

AMOUNT	#

4 / 17 / 18 00016 

4 / 17 / 18 00168 

4 / 17 / 18 041 718 
TXFER

4 / 17 / 18 04 1718 

201 804 300-2 0.7 00-10100 

-	LAKE

OF TAX RCPTS
-	- - - - -
201804 300- 20700-10300 

*
A- SH- TO- N- II   C/ O  us  BANK  -  -  -  -  -  -
*

11 7 , 4 08 . 0 9

85 , 3 54 . 1 2

11 7, 408 . 0 9 002036 

TXFER  OF TAX RCPTS	LAKE

ASHTON   II   C/ O  us  BANK

85 , 3 54 . 12 002037 

- - - - - - -

-   -  - -  -	- - - - -

4 / 17 / 18 00040 

4 / 13 / 18 80 446	20180 3 310- 51300-31500 

*	565 . 0 0

LEGAL SVC FEES THRU MARCH

LATHAM , SHUKER , EDEN & BEAUDINE LLP

565 . 0 0 002038 

4 / 1 7 / 18 00 152 

4 / 20 / 18 00019 

4 / 12 / 18 E4 064853 20180 4 320- 57200 -34 500	* SECURI TY  SVC  THRU  4 / 12 / 18	SECURI TAS   SECURITY  SERVI CES  USA, INC
4 / 20 / 18   042 02018   20180 4   30 0- 1/ 51 00-10000	*

4, 671 . 8 8

40 0, 000 . 0 0

4, 671 . 8 8 002039 

TXFR EXCESS FUNDS 4

20 / 18	S TATE BOARD OF ADMINISTRAT ION

40 0, 000 . 0 0 002040 

LKA2 LAKE ASHTON 2	MPHILLI PS

TOTAL FOR	BANK A	956, 337 .40 	
TOTAL FOR	REGI STER	95 6, 33 7 . 40 	

A* *P3* 00 R

/	/ 2018  - 04 /	/

YEA* R* *-TO- DATE  ACCOUNTS   PAYABLE   PREPAID/ COMPUTER   CHECK  REGISTER

RUN	5 / 03 / 18 

PAGE	1

CHECK DATES 02 01 

30 20 18 

LAKE ASHTON II - CAPI TAL PROJC BANK B LAKE ASHTON II - CR

CHECK	VEND#	. . . . . INVOICE . . . . .    . .  . EXPENSED   TO . #. .	VENDOR  NAME	STATUS

AMOUNT

. . .  . CHECK .  . #. . .  

DATE	DATE	INVOICE	YRMO	DPT ACCT	SUB	SUBCLASS

AMOUNT

2 / 27 / 18 0000 3

3 / 19 / 18 0000 3

2 / 12 / 18 02 122 018 20180 2 600- 20 700-10000 
RE IMB- DRAIN SYSTEM GUTTER	LAKE ASHTON II - GF

3 / 16 / 18 03162 018 201 803 600- 20700-10000 

*
- - -
*

5 , 2 7 5 . 0 0
-  -  -  -  -  -  -
4 , 093 . 7 5

- 5 -,2 7- 5 -. 0 -0   00000 5

3 / 19 / 18 0000 4

RE IMB -ALL TERRAIN CK#1867	LAKE ASHTON II - GF 3 / 08 / 18 59 87	20 1803 60 0-5 3800-6 3010 

- - -
*

-  -  -  -  -  -  -
11 , 694 . 8 0

- 4 -,  0 9- 3 -. 7 5-  000006 

3 / 08 /
3 / 08 /
3 / 08 /

PI CKLEBALL COURT

18  5987	201 803 600-5 3800-6 3000 
PARKING LOT

18	S IDE WORK PICKLEBALL	4000 

18   5987	2 /01 803   60 0-5 380 0-63 010 

5987	20 1803 / 60 0-53800-6 

*	33 , 063 .30 
*	11, 797 . 0 0

*	2 , 2 37 . 0 0

PATCHING ROADS

PROPERTY	VARSITY COURTS , INC .

- - -

- - - - - -

-  5- 8 -, 7 -92 -. 1 0   000007 

 	

4 / 18 / 18 00 158 

4 / 03 / 18 84-2 018 /

20 1804   60 0-5 3 8 /00 -6600 0

*	27, 260 . 0 0

REMOVE

INSTALL WI NDOWS

DR	WARREN CONSTRUCTION MANAGEMENT LLC

TOTAL FOR BANK B TOTAL FOR REGISTER

LKA2  LAKE ASHTON 2	MPHILLIPS

95 , 4 20 . 8 5

95 , 4 20 . 8 5

27, 260 . 0 0 000008 

 	 	 	 	 	 	 	 	

LAKE ASHTON II
COMMUNITY DEVEL OPMENT DISTRICT BALANCE SHEET
March 3 1, 2018

Maior Funds	Total
Debt	Capital	Governmental General	Service	Proiects		Funds

ASSETS:
Cash	$223, 638	$15,399	$239, 03 7
Petty cash	$100	$100
In vestments - State Board	$3 63, 812	$457,8 73	$821, 686
Duefrom Capital Projects	$15,925	$15, 925 Series 2005A
Reserve A	$287,340	$287,340
Prepayment A	$43, 498	$43, 498

$9

Revenue A	$320,245	$320,245
Deferred CostA/B

Reserve A	$78, 732	$78, 732	
Revenue A	$224, 629	$224, 629	

Due From General Fund	$3,365	$3, 365 Series 2006A

$579

$579

Deferred Cost A/B

Due From General Fund	$2,446		$2, 446 COi		$28		$28

Deposits		$25, 440			$25, 440	
	TOTAL ASSETS	$628,915	$960, 843	$473, 300	$2, 063, 058	
LIABILITIES:			
ACCOUNTS PA YABLE	$52, 995	$52, 995	
DUE TO OTHER	$1,350	$1,350	
DUE TO DEBTSERVICE - SERIES 2005A	$3, 365	$3, 365	

Series 2006B

$48
$38

DUE TO DEBT SERVICE - SERIES 2006	$2,446			$2, 446 DUE TO GENERAL FUND		$15, 925	$15,925
FICA PA YABLE	$48
FEDERAL W/H PA YA BLE	$38
FUND EQUITYAND OTHER CREDITS:
FUND BALANCES:
NONSPENDABLES:
DEPOSITS - TECO	$25,440	$25,440 RESTRICTED FOR:
OS-SERIES 2005A	$654, 457	$654,457
CAPITAL PROJECTS	$457,3 75	$457,375
UNASSIGNED FOR GENERAL FUND	$543, 233	$543, 233
UNASSIGNED FOR OS-SERIES 2006A	$306,386	$306,386
TOTAL LIABILITIES & FUND EQUITY
& OTHER CREDITS	$628,915	$960, 843	$473, 300	$2, 063, 058

 	

REJLE_/1/_U__E_S__:

LAKE ASHTON II

COMMUNITYDEVELOPMENT DISTRICT GENERAL FUND
Statement ofRevenues, Expenditures and Changes in Fund Balances
For The Period Ending March 3 1, 2018
ADOPTED		PRORA TED BUDGET	THRU 3/31/2018

ACTUAL

THRU 3/31/2018	VARIANCE

SPECIAL ASSESSMENTS • TAX COLLECTOR INTERESTEARNED
RENAL FEES
TOTAL REVENUES
EXPE/1/_D/TURES.· AOMINl'iTRA TIVE ·
ARBITRAGE ANNUAL AUDIT ATTORNEY COMPUTER TIME DISSEMINA TION
DUES, LICENSES, SUBSCRIPTIONS
INSURANCE
LEGAL AD VERTISING MANAGEMENT OFFICE SUPPLIES
OTHER CURRENT CHARGES POSTAGE
PRINTING & BINDING
TELEPHONE TRUSTEE FEES
TOTAL ADMINISTRATIVE EXPENDITURES
Elfl!l.Df£ENDITURES
ATHLETIC EQUIPMENT BUILDING CONTRACT SERVICES
BUILDING GROUNDS MAINTENANCE & SUPPLIES CONTINGENCY
ENGINEERRING
HFC SPECIAL EVENTS
LANDSCAPE /LAKE CONTRA CT SERVICES OFFICE SUPPLIES/PRINTING/BINDING PERMITS/INSPECTIONS
PERSONNEL EXPENSES PLANT/TREE REPLACEMENT
POND REPAIRS
SECURITY CONTRA CT SERVICES UTILITIES
TOTAL FIELD EXPENDITURES
FIRSTQUARTER OPERATING RESERVES TOTAL PROJECT EXPENDITURES TOTAL EXPENDITURES
OTHER SOURCESl{USES) :
INTERFUND TRANSFER /NI/OUT) TOTAL OTHER SOURCESI/USES) EXCESS REVENUES {EXPENDITURES)
FUND BALANCE · Beginning FUND BALANCE - Ending

$1,218,686	$877, 696
$1,500	$750
$5, 000	$2, 500
$1,225, 186	$880,946

$2,500	$600
$5,600	$2, 000
$20,000	$10,000
$1,000	$500
$6, 000	$3, 000
$175	$175
$30,558	$30,558
$500	$250
$47,408	$23,704
$300	$150
$2, 000	$1,000
$7,500
$7,200	$600
$50	$25
$6,500	$0
$125,290	$73,311

$6,000	$3, 000
$46,920	$23, 460
$16,700	$8,350
$20, 000	$10,000
$12,000	$6, 000
$3,000	$1,500
$152, 712	$76,356
$10,000	$5, 000
$1,500	$750
$214,455	$107,228
$10,000	$5, 000
$0	$0
$246,300	$123, 150
$207, 767	$703,883
$947,354	$473, 677
$205, 797	$0
$205, 797	$0
$1,278,441	$546, 988

($220,000)	$0
($220,000)	$0
($2 73,254)
$273,254
/$0)

$877,696	$0

$933

$7,683
$7,390	$4,890
$886,769	$5,823

$600	$0
$2,000	$0
$7,425	$2,575
$528	($28)
$3,000	$0
$175	$0
$30,033	$525
$59	$791
$23,704	($0)
$49	$101
$1,346	/$346}
$801	/$51)
$430	$170
$0
$0	$0
$70, 148	$3,163  I
$1,060	$1,940
$3 0,278	{$6, 818}
$64,759	{$56, 409)
$3,406	$6,594
$4, 191	$1,809
$440	$7,060
$85,381	($9, 025)
$3,606	$7,394
$0	$750
$89,974	$17,253
$0	$5, 000
$4,550	{$4, 550}
$125,798	($2, 648}
$97,352	$6,531 
$510,794	($37, 118) I
$0	$0
$0	so I
$580,943	!$33,955) I
$0	$0
$0	$0
$305, 826
$262,847
$568, 673

REVENUES:

Lake Ashton II Community Development District

General Fund  - FY 2078

I Adoe_ted Budf!.et	Oct	Nov	Dec	Jan	Feb	Mar	Ae_r    Ma'):_   Jun    Jul    AUfZ    See_t	Total

SPECIAL ASSESSMENTS

$1,218,686	$0

$552,621	$247,541 $20,602

$0	$0     $0     $0	$0	$0 $877,696

$7,390

INTEREST EARNED

$1,500

$92	$38	$279	$513	$551     $0	$0     $0    $0	$0	$0	$1,683

RENTAL FEES CARRYFORWARD SURPLUS

TOTAL REVENUES
EXPENDITURES: A DMINISTRATIVE

$5,000	$550	$70	$1,200	$3, 750	$20	$7,800	$0	$0     $0    $0	$0	$0
$273, 254	$0	$0	$0	$0	$0	$0      $0	$0     $0    $0	$0	$0	$0

$1,498,440

$760

$553, 858	$251,570	$21,135	$11,815    $0	$0     $0    $0	$0	$0 $886, 769

1

ARBITRAGE

$2,500	$0	$0	$0

$0	$0      so	$0     $0    $0	$0	$0	$600

ANNUALAUDIT A TTORNEY

$5,600	$0	$0	$2,000	$0	$0	$0     $0	$0     $0    $0	$0	$0	$2,000

$83

$83

$20, 000	$976	$1,429	$1, 847	$906	$1, 702	$565       $0	$0      $0    $0	$0	$0

COMPUTER TIME

$1, 000	$83

$83

$111

$0	$0      $0    $0	$0	$0	$528

$175

DISSEM/NA TION

$6, 000	$500	$500	$500	$500	$500	$500      $0	$0

$0	$0	$0	$3, 000

DUES, LICENSES AND SUBSCRIPTIONS

$175

$0	$0	$0	$0	$0     $0	$0     $0    $0	$0	$0	$175

$3$59

INSURANCE

$30,558	$30,033	$0	$0	$0	$0	so     $0	$0     so    $0	$0	$0	530,033

,951

LEGALADVERTISING

$500

$0	so	$0

$0     $0	$0     so     $0	$0	$0	$59

MANA GEMENT FEES

$47,408

$3,951	$3,951	$3,951      $0	$0      so     $0	so	$0

OFFICE SUPPLIES

$300	$0	$0	$0	so	$49	$0     $0	$0     so    $0	$0	$0

OTHER CURRENT CHARGES

$2, 000

$267

$0	$0     $0    $0	$0	$0

POSTAGE       PRINTING AND BINDING

$1,500	$72

$193

$45

$495

$

$1,200	$25

$17	$123	$49      $0	$0      $0    $0	$0	$0

$19

$35	$22

$728     $0	$0      $0    $0	$0	$0	$430

TLEPEHONE TRUSTEE FEES

$50	$0	$0	$0	$0	$0	$0     $0	$0     $0    $0	$0	$0	$0 6,500	$0	$0	$0	$0	$0	so      $0	$0     so    $0	$0	$0	$0

FIELD:

TOTAL ADM. EXPENDITURES

5125,290

$9,117

56, 721

so	so     so    so	so	so

A THLETIC EQUIPMENT

320.572.600	$6,000	$0	$0	$1,060	$0	$0	$0      $0	$0     $0    $0	$0	$0	$1,060

$64,759

BUILDING CONTRACT SERVICES

320.572.34510146010146400	$46,920	$6, 617

$5,312	$4, 145    $0	$0     $0    $0	$0	$0	$30,278

$92

BUILDING /GROUNDS MAINTENANCE & SUPPLIES

320.572.46020/46030134800	$16, 700	$6,080

$27, 155	$18,940	54, 090

$0     $0    so	so	$0

CONTINGENCY

320.572.49000	$20, 000	($630)	$0	$0	$0	$0	$4, 036     $0	$0     $0    $0	$0	$0	$3, 406

ENGINEER/NG

310.513.31100	$12,000	$1,061	$183	$1,971	$182	$701

$0	$0     $0    $0	$0	$0

HFC SPECIAL EVENTS

320.572.49400	$3,000	$0	$56	$0	$230	$154	$0     $0	$0      $0    $0	$0	$0	$440

LANDSCAPULAKE CONTRACT SERVICES

320.572.465146200146210	5152, 712	$14,322

514,577	$14,076	$13,953

so	so     so    $0	$0	$0

OFFICE SUPPLIES/PR/NT/NG/BIND/NG PERMITS/INSPECTIONS

320.572.51000	$10,000	$301	$707	$493	$650	51,265	$789     $0	$0      $0    $0	$0	$0	$3, 606

$11,734

320.572.49300	$7,500	$0	$0	$0	$0	$0	$0      $0	$0     $0    $0	$0	$0	$0

PERSONNEL EXPENSES

320.572.34100/21000123000/12000145000	$170,675	$12, 711

$13,047

$20,740     $15,423     $0	$0     $0    $0	$0	$0	$89,974

$4,550

PLANT/TREE REPLACEMENT

320.572.46220	$70,000	$0	$0	$0	$0	so	$0     $0	$0     $0    $0	$0	$0	$0

POND           REPAIRS SECURITY CONTRA CT SERVICES

320-572-46600	$0	$0	so
320.572.345/34520	5246,300	$25, 523	519,219

$0	$0	$0     $0	$0     $0    $0	$0	$0

$78,818	$19,296    $23,910     so	so      $0    $0	$0	so	$125,798

UTILITIES

320.572.43000/34900/43100/41000/43200/46000	5207,767	513,953	$14, 752	$17, 140	$79,399	$76,399

so	so     $0    $0	$0	$0

TOTAL FIELD EXPENDITURES

$903,574

$103,973	$94, 090	$87,970

$0	$0      $0    $0	$0	$0	$570, 794 I

FIRST QUARTER OPERA TING RESERVES

QTHE8. 5QU8.C£5_! /U5C5.!
INTERFUND TRANSFER /NI/OUT)

$249, 577	$0	$0	$0	$0	$0	$0      $0	$0     $0    $0	$0	$0	$0

$0

$0

($220,000)	$0	$0	$0	$0	$0	$0     $0	$0      $0    $0	$0	$0	$0

TOTAL OTHERSOURCES/(USES)

($220,000)	$0	$0

$0	$0	$0      $0    $0	$0	$0	so I

TOTAL EXPENDITURES

1,498,441	$116,080

113,090	100,432	88,63 7	89, 085	0	0	0

$0	$0	580,943

EXCESS/REVENUES/EXPENDITURES

($1) ($115,320)

440,768	$151,139

0	0     $0    $0	$0	0	305,826

-----------·-------- --·-·-..-·- -·-·-----,.,-..•...   	----·------------·-·-·" ___,..___,,__,,_____ ____,,____     __

LAKE ASHTON II
COMMUNITYDEVELOPMENT DISTRICT CAPITAL PROJECTS
Statement ofRevenues, Expenditures and Changes in Fund Balances
For The Period Ending March 3 1, 2018

ADOPTED	PRORA TED	ACTUAL

$2, 873

REVENUES:

BUDGET	THRU 3/3 1/2018	THRU 3/3 1/2018	VARIANCE

CA PITAL RESERVE - TRANSFER IN	$220, 000	$0	$0		
INTEREST EARNED	$0	$0	$2, 873		
TOTAL REVENUES	$220, 000	$0			
EXPENDITURES:					
BANK CHA RGES	$0	$0	$249	($249}	

CAPITAL PROJECTS - FY18
A THLETIC EQUIPMENT
POND REPA IRS AND MA INTENANCE PICKLEBA LL COURTS
PA VING PARKING LOT/LIGHTS ROAD REPA IRS
DRA IN SYSTEM/CUTTERS
OTHER CA PITAL PROJECT EXPENSES

TOTAL EXPENDITURES EXCESS REVENUES (EXPENDITURES}

FUND BA LANCE - Beginning FUND BALANCE - Ending

$0
$25, 000
$30, 000
$90, 000
$75, 000
$0
$540, 139
$760, 139
($540, 139}
$540, 139
$0

$0
$72, 500
$15, 000
$45, 000
$3 7,500
$0
$270, 070
$380, 070

$7, 060
$9, 150
$29, 042
$33, 063
$7,826
$5,2 75
$0
$85, 665
($82, 792}
$540, 139
$457,34 7

($7, 060}
$3, 350
($74, 042}
$11, 937 
$29, 674
($5, 275}
$2 70, 070
$294, 405 1

 	 	

LAKE ASHTON II

COMMUNITY DEVELOPMENT DISTRICT
DEBT SERVICE FUND - SERIES 2005A
Statement of Revenues, Expenditures and Changes in Fund Balances For The Period Ending
March 3 1, 2018

ADOPTED BUDGET

PRORATED THRU 3/3 1/2018

ACTUAL THRU 3/3 1/2018

VARIANCE

$436, 872
$7, 000
$43 7,872

$3 72, 096
$0
$500
$3 12, 596

$312,096
$40,219
$7, 752
$354, 067

$0
$40,279
$1,252

$30,000
$739, 347
$760, 000
$468, 694
{$30, 822}
$785, 650
$154, 828

$30, 000
$0
$0
$169,347

$80, 000
$0
$279, 347
$134, 720
$519, 73 7
$654, 457

($50, 000}
$0
($50, oooJ 1

REVENUES:
SPECIAL ASSESSMENTS - ON ROLL SPECIAL ASSESSMENTS - PREPA YMENTS INTEREST EARNED

TOTAL REVENUES EXPENDITURES:

INTEREST - 1 1/1	$739,347	$139,347	$739,347	$0	

					

					

SERIES 2005A: 
SPECIAL CALL - 1 1/1 INTEREST - 5/1 PRINCIPAL - 5/1
TOTAL EXPENDITURES EXCESS REVENUES {EXPENDITURES}

FUND BALANCE - Beginning FUND BALANCE - Ending

LAKE ASHTON II
COMMUNITY DEVELOPMENT DIS TRICT
DEBT SERVICE FUND -  SERIES 2006A
Statement of Revenues, Expenditures and Changes in Fund Balances For  The Period Ending
March  3 1, 2018

REVENUES:	ADOPTED
BUDGET	PRORA TED
THRU 3/3 1/2018	ACTUAL
THRU 3/3 1/2018	
VARIANCE	
ASSESSMENTS - OFF ROLL	$3 15, 038	$226, 889	$226, 889	$0	
O THER REVENUE SER VICES	$79, 288	$79,288	$79, 288	$0	
TO TAL REVENUES	I $394, 326	$306, 177	$306, 675	$497	
EXPENDITURES:					
SERIES 2006A
INTERES T - 1 1/1	
$79, 288	
$79, 288	
$79, 288	
$0	
INTEREST - 5/1	$104, 940	$0	$0	$0	
PRINCIPAL - 5/1	$105, 000	$0	$0	$0	

1

TO TAL EXPENDITURES	I  $289, 228	$79, 288	$79, 288	so I

EXCESS REVENUES {EXPENDI TURES)	I	$105, 098	$227, 387	
FUND BA LA NCE - Beginning	$0	$78, 999	
FUND BA LANCE - Ending	$105, 098	$306,386	

Page s

LAKE ASHTON II
COMMUNITY DEVELOPMENT DISTRICT CAPITAL PROJECTS - SERIES 2006

'

Statement  of Revenues,  Expenditures and  Changes in Fund Balances	' i
For  The Period Ending	I
March 3 1, 2018

ADOPTED

PRORA TED	ACTUA L	: ,

REVENUES:

BUDGET	THRU 3/3 1/2018	THRU 3/3 1/2018	VA RIANCE

'

',   :
,  I

INTEREST EARNED

$0	i(  ::  

TOTAL REVENUES EXPENDITURES:
COi

TOTAL EXPENDITURES EXCESS REVENUES (EXPENDITURES)
FUND BA LANCE - Beginning FUND BA LANCE - Ending

$0

$0
I	$0
I	$0
$0

$0

$44

$0

$0	$30, 054
$0	$30, 054
($30, 070}

$30, 038

I

!! 
i,     l, 
1I i
1 1

! 11

I i

Page 6

Lake Ashton II
COMMUNITY DEVELOPMENT DISTRICT ASSESSMENT RECEIPTS

FISCAL YEAR ENDING SEPTEMBER 30, 2018

11/15/2017
11/17/2017
11/2212017
72/06117
12113117
12/20117
07/16118
02/15118
01/31118
03/15118
04113/18
TOTALS

$19,515.63
$49,722. 15
$12,367.78
$148,583. 08
$308,443.04
$491, 082.62
$419,444. 96
$34, 624. 79
$815.99
$15, 744.65
$528,265.54
$2,028, 604.23
Percentage Collected

$780.64
$7, 988.92
$649.02
$5,943.44
$12,337.96
$79,643.70
$12,569. 70
$692.51
$0. 00
SI57.43
$31.48
$54, 794.20
96%

$0. 00
$0.00
$0.00
$0.00
$0. 00
$0. 00
$0.00
$0. 00
$0. 00
$0.00
$0. 00
$0.00

$0.00
$0. 00
$0.00
$0. 00
$0.00
$0.00
$0. 00
$0. 00
$0. 00
$0. 00
$0. 00
$0.00

$374.70
$954. 67
$234.25
$2, 852.79
$5,922. 11
$9,428.78
$8, 137.52
$678.64
$0. 00
$3 11. 74
$10, 564. 68
$39,459.88

$78,360.29	$11,375.00
$46, 778.56 \ •	$28,981.36
$17,478.51	$7, 111.44
$139, 786.85	$86, 604.07
$290, 182.97 [ .. •	$179, 781.04
$462, 070. 14	$286,235.48
$398, 738.34	$247, 035.84
$33, 253.64	$20, 602.08
$815.99	$505.54
$15,275.48	$9, 463.83
$577,669.38	$320, 718. 81
$1,934,350. 15	$1, 198,414.49

$4, 044.78
$10,305.35
$2,528.72
$30, 795. 13
$63, 927.49
$101, 781.13
$87,842.31
$7,325.80
$179.76
$3,365.20
$114,042.90
$426, 138.58

$2, 940.50
$7,491.85
$1, 838.35
$22,387. 65
$46,474.44
$73, 993.53
$63, 860. 19
$5,325.76
$130.69
$2, 446.45
$82, 907. 67
$309,797.08

$18,360.29
$46, 778.56
$11,478.51
$139, 786.85
$290, 182.97
$462, 010. 14
$398, 738.34
$33,253.64
$815.99
$15,275.48
$517,669.38
$1,934,350.15

DATE	GROSS TAX	DISCOUNTS		PROPERTY	INTEREST/ RECEIVED		RECEIVED		APPRAISERS PENALTIES

COMMISSIONS	NETAMOUNT	GENERAL FUND

TOTAL ASSESSED AMOUNTS

300-363-100
001

$465, 964/57>

300-363-100 ····

300-363-102

021

>: �38,750:00 022

:  $2, 115,130.05. · j 

RECEIVED	61.95%

DS 52005	DS 52006
22.03%	16.02%

TOTAL 100.00%