Viera East
Community Development District Agenda
December 21, 2023

Agenda

Viera East
Community Development District
219 E. Livingston St. Orlando, FL 32801
Phone: 407-841-5524

December 14, 2023

Board of Supervisors Viera East Community Development District

Dear Board Members:

The Board of Supervisors of the Viera East Community Development District will meet Thursday, December 21, 2023, at 7:00 p.m. at the Faith Lutheran Church, 5550 Faith Drive, Viera, FL.

Roll Call
Pledge of Allegiance
Public Comment Period
Approval of Minutes of the October 26th and November 16, 2023 Board of Supervisors Meetings
New Business
Discussion of Wireless Tower- Vertex Development
Old Business
Action Items List
Staff Reports
General Manager’s Report
District Manager’s Report
Consideration of Landirr Proposal for Bunker Work
Consideration of Additional Shoreline Restoration
Lifestyle/ Marketing Report
Restaurant Report
Treasurer’s Report
Approval of Check Register
Balance Sheet and Income Statements
Approval of Requisitions No. 169- 170
Supervisor’s Requests
Adjournment

Minutes

MINUTES OF MEETING VIERA EAST
COMMUNITY DEVELOPMENT DISTRICT

The regular meeting of the Board of Supervisors of the Viera East Community Development District was held on Thursday, October 26, 2023 at 7:00 p.m. at Faith Lutheran Church, 5550 Faith Drive, Viera, Florida.

Present and constituting a quorum were:

Rob Dale	Chairman/Departing Supervisor
Jennifer DeVries	Vice Chairman
Steve Colasinski	Treasurer
Pete Carnesale	Assistant Secretary
Ron Rysztogi	Assistant Secretary
Bill Macheras	Incoming Supervisor Also present were:
Jason Showe	District Manager
Jeremy LeBrun	GMS
Jim Moller	Golf Maintenance Superintendent
Michelle Webb	Lifestyle/Marketing Director Residents

FIRST ORDER OF BUSINESS	Roll Call
Mr. Showe called the meeting to order at 7:00 p.m. All Supervisors were present with the exception of Mr. Carnesale.

SECOND ORDER OF BUSINESS	Pledge of Allegiance
The Pledge of Allegiance was recited.

THIRD ORDER OF BUSINESS	Public Comment Period
Mr. Showe: The next item that we have on our agenda is the public comment period. We will ask for any member of the audience who would like to make any comments, to do so now. Please state your name and address and keep your comments to three minutes.

Resident (John McAbee, 4291 Aberdeen Circle): I filled out a Request to Speak Form. Mr. Showe: Go ahead.
Resident (John McAbee, 4291 Aberdeen Circle): We were here on the 27th of July and submitted a request about problems that we were having our backyard falling into the golf course. We sent a civil engineer out rapidly right after the meeting, but we've heard no results or anything in writing. So, we're here to figure out what he found and to get something in writing.
Mr. Showe: Yeah, I was trying to get back to you. I didn't have your phone number or email address. All of his findings were that he doesn't believe that it has anything to do with the CDD property. It looks like it was the way it was constructed. Now that I have your address and everything, I'll get a copy put in the mail for you.
Resident (John McAbee, 4291 Aberdeen Circle): Thank you.
Mr. Showe: You're welcome. Are there any other public comments? Hearing None, we can turn it back to the agenda.

FOURTH ORDER OF BUSINESS	Approval of Minutes of the Continued
August 24, 2023 Board of Supervisors Meeting and September 28, 2023 Board of Supervisors Meeting
Mr. Showe: The first item on the agenda is the approval of the minutes from the continued meeting from August 24th and Board meeting from September 28th. We have those on your agenda and can take any corrections or changes at this time or a motion to approve.

Ms. DeVries MOVED to approve the Minutes of the Continued August 24, 2023 and September 28, 2023 Board of Supervisors Meetings as presented and Mr. Rysztogi seconded the motion.

Mr. Dale: Is there any discussion? Hearing none,

On VOICE VOTE with all in favor the Minutes of the Continued August 24, 2023 and September 28, 2023 Board of Supervisors Meetings as presented were approved.

FIFTH ORDER OF BUSINESS	New Business
Presentation of Fiscal Year 2022 Financial Audit
Mr. Showe: The next item is the presentation of the Fiscal Year 2022 audit. That audit is included as part of your agenda. We've received it probably a little later than we would like and we're working with them on getting that done. There have been some statutory changes in some of the way they have to calculate things. We've reduced the number of leases we have now, so we're hoping that next year, it is a little easier. The last few pages are the Summary to Management. These are the things that they are statutory required to look at in terms of making sure that we're in compliance. You will see that there were no current year findings or prior year findings. All the statutory things they have to look at, the District is in compliance on. So, it is a clean audit. It was submitted immediately as soon as we received it. So, everything is clear now.
Mr. Colasinski: It was a good summary of all the financials and the bonds and things of that nature too.
Mr. Showe: Yeah, everything is good. Like I said, they are changing it. So, you'll notice if you read this one and compare it to prior versions, there are some additional tables that they added in. There are some new things they've added in terms of how many employees and everything else. So, it's just a little different format and it takes a little longer now to complete those. If the Board is amenable, we can take a motion to accept that audit.

Mr. Colasinski MOVED to approve the Fiscal Year 2022 Financial Audit and Mr. Carnesale seconded the motion.

Mr. Dale: Is there any discussion on the audit? Hearing none,

On VOICE VOTE with all in favor the Fiscal Year 2022 Financial Audit was approved.

Discussion of Promotional Golf Rounds
Mr. Showe: The next item we had was just a discussion of promotional golf rounds. This is something that the lifestyle person had asked for.
Mr. Dale: She is going to be joining us. She's probably going to be about 45 minutes behind. She knows we have a full agenda tonight and will be here for her report. It's Trunk or Treat with her only grandson tonight.

Mr. Showe: There were only two groups that the Board has given permission to give out promotional rounds to. I think she was hoping to expand that and charge that under her budget if needed.
Mr. Colasinski: Well, I would prefer more details from her on that. Mr. Dale: Did you want to add something, Jim?
Mr. Moller: Well, I'll wait till she gets here. It was a conversation we had. I know that I brought to the Board before, the Titusville Golf Club was doing a fundraising. They asked for a foursome. We were talking that if we were to give a foursome out for a charitable event or whatever, we can put it under marketing.
Mr. Dale: Okay, so this is a discussion. I guess I misread this. I was thinking of the booklet.
Mr. Moller: That's what I thought too.
Mr. Dale: So, we're talking charitable organizations. Okay, let's have the discussion when she's here.

SIXTH ORDER OF BUSINESS	Old Business
Action Items List
Mr. Showe: We can go to the Action Items List. With the Emergency Recovery Plan, we are still working on trying to get those last pieces of information and that map. On the plus side, if we have not been notified of any drainage issues throughout the storms and everything we've had throughout the last year, we're probably in good shape, because that's really where those things become apparent.
Mr. Colasinski: Well, with what we know right now. Mr. Showe: Correct.
Mr. Colasinski: There are many unknowns out there. Mr. Dale: Right.
Mr. Colasinski: Until we can start doing some inspections, we'll have a better understanding.
Mr. Showe: Yeah. That's something that Jim and I talked about. I think, as we were looking at it, maybe we just try to put it on an annual basis. Once we have the map with all the structures, we can almost use that as a checklist to say, “Somebody go out and check this one.”

Mr. Colasinski: Well, and we need to understand what we mean by checking, what does that mean? Are we going to use some sort of optical equipment to do that, or is it just a visual?
Ms. DeVries: Are we running water through it?
Mr. Colasinski: Right. Because that then goes into estimates.
Mr. Dale: Well, do me a favor, expand on that a little bit, please, because basically what we're talking about is Ed's crew going out to look at all of these.
Mr. Moller: Actually, I got Ed and Rob to get together on all the storm drains. So, they're both on the same page on what needs to be inspected as far as basically the inlet and the outlets.
Mr. Colasinski: Right. But what about in between? Mr. Moller: That I don't know.
Mr. Colasinski: That's the stuff that we don't know about. Mr. Moller: Right.
Mr. Colasinski: That can cause us a lot of grief, because if it's embedded in there and it flows fine now, but if something gets trapped in there, then it causes grief. That's the issue.
Mr. Dale: I guess that's why I want you to expand on it, because where we're at is how far do we want us to go? Because you're talking probably $90,000 roughly.
Mr. Colasinski: Yeah, and that’s why I’m saying we want estimates.
Mr. Showe: Yeah, with a stormwater system of your size, if you try to get into a program of backing and jetting those lines, periodically, there's no way that that's going to be able to be fit within your assessment.
Mr. Dale: Right.
Mr. Showe: That's going to be hundreds of thousands of dollars. Mr. Colasinski: Well, I'm talking about optical type inspections.
Mr. Showe: Typically, when you go out and visually inspect them, obviously Rob will provide you more information, but just from my experience, what you're looking at is, is the water equalized on each side? So, that's what will indicate if there's a problem in the middle of that pipe, but of the water is here at this end...
Mr. Colasinski: Right and I get that. The thing is, if there's something that's in there, the water can still equalize and then when something else comes along and blocks it…
Mr. Dale: In other words, a large tree branch like we had last year.

Mr. Colasinski: Right, the issue we had. I just want to understand the difference in cost between an optical inspection versus a visual inspection.
Mr. Showe: Sure.
Mr. Colasinski: That's all. Just an estimate on that. We can do them periodically in sections throughout over the years, but we haven't done this at all,
Mr. Showe: Right.
Mr. Colasinski: Until there's been a problem. That's the thing, just understanding what's out there right now and getting some definitions and avoiding the unknown unknowns.
Mr. Showe: We can certainly ask.
Mr. Colasinski: If we can go and find an estimate on that, what would it take for X number, because if it's something that takes us 10 years to do it, it's not really effective.
Mr. Dale: Right. Length on most of these, we're talking most of them 10 to 20 feet or 10 to 20 yards.
Mr. Showe: I'd have to look. They probably vary throughout. If you want to run a camera through there, you have to get rid of the water for that to be effective.
Mr. Dale: Right.
Mr. Showe: Which means they've got to cap each end.
Mr. Colasinski: Again, when they do installations of sewer lines, they run water through them and they do optical inspections also. So, there are ways of doing this. I think we just need to go out and get some estimates on things. That's all I'm asking.
Mr. Showe: No, we'll talk to the engineer about what his recommendation is. Mr. Colasinski: And that would be fine.
Mr. Dale: That was a good discussion to have, because I'm going to be honest, I was initially under the thought process of just doing a visual at the start and end and see if there is any collapse in the middle. But you bring up an excellent point about tree branches or limbs that might be caught up in the middle.
Mr. Colasinski: We ran into that last year in November. Mr. Dale: Exactly.
Mr. Colasinski: It was a surprise. Mr. Dale: Thank you, Steve.
Mr. Showe: The next one is a parking lot paving. I think they are done.

Mr. Moller: Yeah. It turned out really good. Mr. Showe: Perfect.
Mr. Moller: I guess they were just waiting on Rob to do the final inspection.
Mr. Showe: Yeah, so we have the requisition and we added it to the agenda today so that we could get their payment ready. But obviously that payment is not going to be made until the engineer goes out and inspects it to make sure that it's done in compliance with his specs and the specs of the contract so that we don't delay another month of getting them paid.
Mr. Moller: Yeah, we did have a Change Order on that as well, because we had more broken parking stops than we anticipated.
Mr. Dale: Okay.
Mr. Showe: It was about $3,200 more. I talked to Jim and I said, “You don't want to go back there with broken stops,” If you're putting a brand-new parking lot in, let's do it right.
Mr. Dale: Right. Well, and I'm going to take it even a step further and I'll leave it for discussion of the Board. But I think a power wash of the curbing, once everything is completely done, would be a nice finishing touch to it because there’s 25 years of dirt.
Mr. Colasinski: That’s something we can do.
Mr. Dale: That’s what I’m saying. However, Jim wants to proceed with that, I don’t care. Mr. Showe: Finally, we have the driving range parking lot, which is turning into a roundabout situation. There are two different paths here, obviously, there is the path where we would go through the Viera East Golf District Association property. Doing it that way would require us to go through both the City of Rockledge and the county. The City of Rockledge, because the property that we own is in the county. That little strip where we would cross is in the
City of Rockledge.
Ms. DeVries: Interesting.
Mr. Showe: The City of Rockledge wants us to have permission from the Viera East Golf District Association before we start working on it. In either case, if we use the county's property, we're going to be required to do what's likely a minor site plan. So, we would have to work with the engineers to draft that up and show it to them. But if it's a parking lot less than 1,000 square feet, then it's essentially just a minor site plan.

Mr. Dale: Okay. I want to erase the term, “parking lot” and use the term, “parking spaces”, because the lot thing is given a false impression, I think. We're talking like three spaces here.
Mr. Showe: Just so that everybody sees it in their agenda, I included some of the emails that I've gotten just so that you can see what we're seeing again, because it kind of becomes an agency pointing a finger at each other.
Mr. Dale: Yes. And this is what I was afraid of. A little more background on this, we started all of this when Tim was General Manager. So, we've been dealing with this for over a year. Where I personally am at, I'm done waiting. We are getting into season. We have residents that have not been able to utilize that area because they cannot access it because there is nowhere to park. I've mentioned in the past, that they say, “Well, just get a cart from the cart barn.” Well, that's great for maybe a quarter of the year, in the summer, in the afternoon, but when you hit season we generally don’t have any available carts.
Mr. Colasinski: In the busier season. We have all year, we play, but when it's a busier season, we do not have carts available.
Mr. Dale: When it’s the busier season and that's what I'm trying to allude to, we don't have the carts available. So therefore, I would like somebody to make a motion that we move forward with the parking spaces. I'm tired of the back and forth on all of this. Had we done this a year ago, we could have just done our small little access apron and it wouldn't have been a Federal case and we could have put in some coquina and it wouldn't have been an issue. But now we've got the City of Rockledge and county and everybody and their uncle involved in this. I have no desire to go through the City of Rockledge for any kind of approval. Going through our property expands the driveway by what, maybe another 10 to 20 yards.
Mr. Moller: Yeah.
Mr. Dale: It doesn't significantly add to the cost or anything and it gets the issue over with. This is just a festering issue that has become self-inflicted. I think we just need to move forward, install the access from our area, get it done with and put three cocaine spots in or whatever site plan Jim has drawn up and just get it done with. We can put some bushes around it and then everybody will say, like the one woman at the end of the one meeting where she came to discuss it, when I talked to her after the meeting., she said, “Oh, well that's all you want?” I said, “Yes, that is all we want.” She was like, “Well we were concerned you were talking about

a big parking lot and after 9:00 p.m., there was going to be activity going on there and everything.” It's like, “No, we just want a couple of spots so people can park and access the area.”
Ms. DeVries: Yes.
Mr. Dale: So, I don't think it's a huge issue. Well, I will leave that as a singular issue and then there's a follow up issue that I would entertain if somebody were willing to make that motion.
Ms. DeVries: Well, it seems to me like we're in a situation. I call it the crossed arm salute. We have the Rockledge people saying the HOA has to approve it and the HOA people saying that Rockledge has to approve it. They're both pointing fingers at each other. Nobody wants to go first. I would let both organizations know that's where we're at.
Mr. Dale: We already have. We sent out multiple letters.
Ms. DeVries: Just saying, “On this date, we're moving forward with our alternate plan.”
Mr. Dale: We already did that. We gave them a drop-dead date. We did that two months

ago.

Ms. DeVries: Okay.
Mr. Carnesale: We’ve gone over it so many times that I would like a motion. Ms. DeVries: Okay.
Mr. Dale: Thank you, Pete.
Mr. Carnesale: To make a motion to go forward with the plan, with the entry and make it

all on CDD property.

Mr. Carnesale MOVED to proceed with the minor site plan for CDD access for the driving range parking lot and Mr. Rysztogi seconded the motion.

Mr. Dale: Is there any further discussion on the issue? Hearing none,

On VOICE VOTE with all in favor proceeding with the minor site plan for CDD access for the driving range parking lot was approved.

Mr. Dale: The issue is resolved. Thank you.

Mr. Showe: I’m just also assuming that part of that motion is whatever we need to do to get from the engineer, we can get to accomplish that.
Mr. Dale: Yes.
Mr. Showe: I assumed that.
Mr. Dale: I would add that addendum to it. Mr. Showe: Yes. We have that on the record.
Mr. Dale: Now, here's another issue in relation to that that I was thinking about. The reason why it's a concern, what got me a little upset about some of this is the HOA made specific reference to the fact that a portion of our irrigation system is on their property now. I didn't like that. The only reason why that's their property was pure luck of the draw when The Vera Company was doling out tiny little f4 foot swath parcels. What I would like to do, because what we did say in our letter, if the HOA does not agree to this by our date, is to purchase the swath that is in question, from the HOA for a nominal fee. In return, they would get a tiny little bit of cash, but most importantly, we will rescind any maintenance obligations. We will put it in writing for them.
Ms. DeVries: That we will continue to maintain it. Mr. Dale: That we will continue to maintain the area.
Mr. Colasinski: We have to rescind it because if we own it, then we maintain it. Mr. Dale: Right, but also for other areas on the course.
Mr. Colasinski: Okay. We just need to understand and identify those so it's clear and we have that shared understanding.
Mr. Dale: Exactly. So, what I'm willing to offer in exchange for them giving us that swath, since now it's completely useless to them as a wedge issue, is to sell it to us and they will not have to worry about any maintenance issues in the future and they get a little bit of cash in the process.
Mr. Colasinski: What's disappointing is that we've gone and taken our own property and deeded it to them and to the county, previously for $1. It’s a bit frustrating.
Mr. Dale: Yes.
Mr. Colasinski: In order to enjoy the benefits that everyone in this community is expected to have, that we have to go to that extent.

Mr. Dale: Is there any interest from the Board on that issue? I just floated it out there.
Please discuss.
Mr. Carnesale: My only question there is, what do we actually gain or lose as a result of whether we do that or not?
Mr. Dale: Part of our irrigation system is on that property. Mr. Carnesale: True.
Mr. Dale: I don't want our noses rubbed in it again down the road.
Mr. Colasinski: We might be forced to move our irrigation system, potentially also, which could cost more than what it would take to potentially buy the property. We have to shut off our system, dig it up, put the pipe in a new location, then adjust all of the sprinkler heads and so forth.
Mr. Carnesale: Okay, so basically what it is, is some of the water that's passing through those pipes is being used elsewhere on our golf course.
Mr. Dale: Oh, absolutely. It's part of our irrigation system for the courts.
Mr. Carnesale: I'm just saying. So yes, we couldn't just cut them off and turn them off, because the water is needed from there to get to other areas.
Mr. Showe: If I could offer just a couple of suggestions. Mr. Dale: Please.
Mr. Showe: Legally, I'll have to see what's available tools to us in terms of purchasing, because I think what a more viable approach may be, is just to approach them with an easement agreement that just says, “Listen, we understand that we have our irrigation here and in exchange for you, we'll maintain this.”
Mr. Dale: We'll maintain the area.
Mr. Showe: In exchange. Then there's no cost. We still don't own the property, so there's no additional liability to us for that.
Mr. Dale: Right.
Mr. Showe: There may be some additional liability that they will ask for as part of that Easement Agreement since we're maintaining it.
Mr. Dale: Right.
Mr. Showe: But I think that gets you out of the purchase, which could be a little dicey using assessment dollars to purchase property.

Mr. Colasinski: It's a simpler approach, overall.
Mr. Showe: Let me talk to counsel first about how the best way to handle that, if that's the intent of the Board.
Mr. Colasinski: Yeah, I would like to pursue that as the initial path. Mr. Dale: I don't want that to be an issue down the road.
Mr. Colasinski: No, I agree.
Mr. Carnesale: And I think a written Easement Agreement.
Mr. Showe: We did an easement agreement with the person that had their driveway go over CDD property through a conservation strip. I would imagine there would be a similar agreement where they agree that they will maintain it, take the liability for it.
Mr. Dale: Right.
Mr. Showe: And it's theirs for use with our property. So, I think that may be a simpler process.
Mr. Dale: But I do want to emphasize that all of this is completely separate from the issue that we just voted on and we do expect that to move forward in a timely manner because we’ve been waiting.
Mr. Carnesale: It’s in an agreement on a smaller scale in reverse to the one we have with

IRCC.

Mr. Dale: Yes.
Ms. DeVries: That’s a good suggestion, Jason. Thank you. Mr. Showe: I just think it's an easier process.
Mr. Colasinski: Its simpler. Mr. Showe: We'll work with it.
Mr. Dale: I appreciate it, Jason. That's why we bring this up. Mr. Showe: Absolutely.
Mr. Dale: Alright, that was the end of the Action Items List. Correct? Mr. Showe: Yes.
Mr. Dale: Let's move on to the General Manager’s Report.

SEVENTH ORDER OF BUSINESS	Staff Reports
General Manager’s Report
Mr. Moller: Regarding the normal day-to-day operations, they are continuing to treat exotics in the conservation areas. In the Fawn Ridge area, there's a preserve that's encroaching on some sidewalks. I got with Ed. I guess because it's a county sidewalk and trees are growing out of the preserve area, Roden Bridge had issued a work order to trim that back.
Mr. Dale: Alright, let's talk about that a little bit.
Mr. Showe: Jim and I have the situation now in about three different places throughout the District. We would like to get just some clarity from the Board on how to proceed. That way, we have some good direction.
Mr. Dale: Where I'm at is I kind of view it very similar. I know it's not a fire break or anything like that, but we maintain the fire breaks. I know there are no sidewalks on the fire breaks, but the county moves at the speed of government. They have not maintained that area for multiple years. I know there's a small area in Osprey where we have a similar issue. My feeling is it takes Ed and his crew basically a day to go out and whack that stuff off down. I would prefer to keep the residents happy. Fawn Ridge is a community that doesn't ever ask for anything. I think if we were to just whack that back, it's not a huge expense to the District. Then we have the county out of the loop. I don't believe there are any issues with us crossing over the sidewalk or anything like that for access.
Mr. Moller: I don’t think so.
Mr. Dale: I would prefer on those areas, that we maintain it. That way it's maintained to standard. I think we should put some of those areas on an annual schedule, very similar to what we're doing with the fire breaks.
Mr. Moller: Okay.
Mr. Dale: But that's just me. Would anybody else like to add anything?
Ms. DeVries: I would like to understand the issue. Can you please explain it?
Mr. Moller: From what I have been told, most of these areas are either wetlands or preserve areas.
Ms. DeVries: Okay.
Mr. Moller: I think it's a Florida Statute, that in a preserve or wetland area, if it's alive, it cannot be removed.
Ms. DeVries: Okay?

Mr. Moller: So, if you do cut it, you have to let it lie.
Mr. Dale: My understanding is we can cut that preserve for fire break purposes, but wetlands we can't, which is why we don't go into areas of the golf course.
Mr. Showe: There may be some permit. Again, I don't know all the ins and outs of your permits, but the typical issue is, and this is kind of where it gets a little cloudy for us when we try to administer it day to day. We have some residents that have called in and there's a conservation area behind their home. The request now is, “I need you to cut back the conservation area to my property line.” Now, when you own a property, property rights in Florida are that anything that crosses over your property line, you have rights and responsibilities to maintain that to your property line. It would be similar to, if I live next to Jim and I have a tree with some limbs that go over Jim's yard, he has the full rights to just take those limbs down as they go on his property line. Again, most of our CDDs kind of try to observe that, because getting into trying to trim up behind everybody's conservation area behind their homes, could get very expensive for Districts. So, we typically reserve that for residents and we just tell them, “Listen, it is your right and responsibility to trim up behind your home to the property line and if you have questions, let us know and we can help you identify the property line.” That's kind of where I think Jim's going with the Fawn Ridge issue. Our property line is here, so whatever crosses over and impedes onto the sidewalk, is not our duty to clean it.
Mr. Dale: That’s not our duty.
Mr. Showe: That doesn't mean we can't. We're just kind of looking for some direction.
Mr. Dale: But here’s the significant difference between the scenario you just talked about and the Fawn Ridge situation. The Fawn Ridge situation is effectively what would you say, Mary Ann, maybe 50 yards?
Resident (Mary Ann Ferraro, Fawn Ridge): It's the beginning. Mr. Dale: But it's a long swath that is not a singular household. Mr. Showe: Okay.
Mr. Dale: That's the main difference. If it were a singular household, because I know what you're talking about, you're talking about maybe even communities like Six Mile Creek that aren't part of the CDD.
Mr. Showe: Jim and I have two calls that I have to return to people.

Mr. Moller: Yes. There's really not a good way for us to get into some of these backyards with equipment without doing damage.
Mr. Dale: But this is very accessible because it's right on Crane Creek Boulevard at the entrance to Fawn Ridge. It's the main drag on the left-hand side and you don't have houses along there.

it.

Mr. Moller: Do we have a District policy to where if it's a common area, we will maintain

Mr. Dale: I thought it was well said.
Mr. Showe: If the Board is amenable to that, I think that gives us some direction so when

folks call, we can let them know.
Mr. Dale: Yeah
Mr. Moller: Because I was worried about if those guys go back there with a little skid steer in someone's backyard and tears up their St. Augustine, we can trim back to the preserve, but now they want us to re-set their yard.
Mr. Dale: Right. What are the Board's feelings on that.
Ms. DeVries: I still don’t understand the problem. What is the problem we're trying to
solve?
Mr. Showe: There is a spot in Fawn Ridge where the conservation area is growing over
and impeding some of the sidewalk. The sidewalk is county owned. So technically, what's being impeded is on county property, which is why Jim reached out to the county.
Mr. Dale: He is referring to the overgrowth on Crane Creek Drive going into Fawn

Ridge.

Ms. DeVries: Okay. Is the conservation area our responsibility? Mr. Dale: Yes. We own it.
Ms. DeVries: The sidewalk is the county's responsibility. Mr. Showe: Correct.
Ms. DeVries: Our responsibility is growing over the county's property. Mr. Moller: No.
Mr. Showe: Once it crosses the property line, by property rights in Florida, the property

that's being impede upon has the right and responsibility to clear it. That is the technical term. That doesn't preclude us from doing it.

Mr. Dale: Yes and no. What it's doing is it's alienating an entire neighborhood because they see our property that is growing over and we're kind of passing the buck by saying, “Oh, well, the county's got to take care of that.”
Mr. Colasinski: I don't think we need to pass the buck. When there's a walkway, the walkway should be clear and the people in this community use the walkways. That's a service to the residents in our community. We should just clear that, make sure that the walkways in our community are clear, even if the county owns it. If our property is adjacent to county property, a sidewalk, we should make sure that it's just cooperating, I guess, understood, between government entities, if we're making obstacles on the sidewalk for people in our community to walk through, we should just clear that.
Ms. DeVries: We clear the obstacles that our plants are creating.
Mr. Colasinski: Absolutely. Because Osprey Ridge has that same scenario as well. Mr. Dale: In a very small section and it's common area. That was very well said, Jim.
Mr. Colasinski: Yeah, for common areas like that, I think it's important to make sure that we have the passage for the residents.
Mr. Showe: Just for the Board's information, I know that Jim and I aren't out here trying to tell people no, but that's kind of how it's been handled.
Mr. Dale: I understand.
Mr. Showe: So, we want to make sure we have that discussion. Mr. Colasinski: Okay.
Mr. Moller: I just want consistency with our answers so we don't clear behind Joe's house and not Sam's.
Mr. Colasinski: Is there any sort of motion needed? Mr. Dale: We need to change the policy.
Mr. Showe: Unless I'm hearing it incorrectly, it sounds like the direction of the Board is, if there's a sidewalk or pedestrian access that's being impeded in any way, shape, or form from CDD property…
Mr. Dale: We are close to being impeded.
Mr. Showe: Of course, we would take it upon ourselves to clear that, but that wouldn't obligate us to go behind people's homes and clear it.
Mr. Colasinski: That's correct. It would be a common area.

Mr. Showe: If that's the direction of the Board, then I think Jim and I … Mr. Colasinski: Is that a policy we need to craft?
Mr. Showe: It's not really a policy. It's more direction to staff on how we handle them. Mr. Dale: And what I would do is, I mean, in this case, they need immediate attention.
But what I would consider doing is adding it to the fire break schedule. The only two areas that immediately come to mind is that small, little 10-yard section in Osprey and Fawn Ridge that is having that issue.
Mr. Showe: As we were having that discussion, you tasked me with working on that, like kind of having an FAQ sheet. I was working on getting the presentation done this week, but we'll add that to that so that it's clear if this is your situation, this is how you handle it.
Mr. Colasinski: We do that on our walking trails. Mr. Dale: You are not talking about the PowerPoint?
Mr. Showe: No, you asked me to do, a Frequently Asked Question sheet. I haven't gotten to that yet.
Mr. Dale: I just want to make sure.
Mr. Colasinski: As a point of reference, we do that on our own walking trails. The trails that we own, we push that back as well. The ones through Heron's Landing, we've done that already, so this is no different.
Mr. Dale: Right. It's the same as our walking trail.
Mr. Colasinski: Yes. That's a courtesy we owe the residents of the community. Mr. Showe: Yeah. That gives us great direction.
Mr. Colasinski: Alright.
Mr. Carnesale: Basically, as long as it has to do with common areas, I have no problem with it. We don't clear for their properties. We only clear for common areas.
Mr. Showe: Yeah.
Resident (Mary Ann Ferraro, Fawn Ridge): Must be my lucky day. Mr. Dale: You didn't even have to wrap us over the head, Mary Ann.
Resident (Mary Ann Ferraro, Fawn Ridge): Well, we're really trying to clean up that area. I was away for a couple of days, but I noticed when I came home, there were new boards up and markers and new red pads and I went, “Uh oh, what’s going on?” I knew I was coming tonight

because of the overhang. I’m glad that we're not the third-class citizens, because you guys and the county, we're playing ping pong.
Mr. Dale: No, I don't want to. You should not be in that position.
Mr. Colasinski: There's an inverse relationship in time versus taxes paid. The more taxes you pay, the longer it takes a government to do something. Sadly.
Resident (Mary Ann Ferraro, Fawn Ridge): Sadly, yes.
Mr. Dale: Please pass on. I shared this with one of your other Board Members that several months ago, a gentleman sent me an email and I returned the email the next day after receiving it. Because he never gave me his address or a location or anything. He just put his name in the complaint and didn't give me any additional information. So, I politely wrote back and said, “We would be glad to help, what's your address?” Then I never heard anything back. So please.
Resident (Mary Ann Ferraro, Fawn Ridge): I will make sure. Mr. Dale: Thank you. We’re on it.
Mr. Colasinski: We need to be accountable in that regard.
Mr. Moller: I got with Mr. Bill Anderson, regarding the lakeshore restorations that we approved last year for this year. They are going to start in mid-February. We already received a call from Grand Isle. We had Rob go out and take a look at it. There was some severe undermining there.
Mr. Colasinski: There was some what?
Mr. Moller: Undermining. So, basically there was no erosion setback. It was actually undermining underneath the St. Augustine.
Mr. Colasinski: This was along the lake? Mr. Dale: Yes.
Mr. Colasinski: Okay.
Mr. Moller: So, Ed and Rob went and looked at it. Rob wants to go back and review some more.
Mr. Colasinski: Alright.
Mr. Moller: One thing I was thinking, since this one tends to be a pretty good 911. I know we were looking at the one lake, but I forget the lake number. It was along Woodside Park and they were using bond money. Could we move that money to possibly get this lake in there?

Mr. Showe: It's kind of changed a little bit, this afternoon, so we might not have as much bond money as I anticipated.
Mr. Moller: So, that was basically my question on that. If not, we'll get with Rob. Mr. Colasinski: Well, I mean, the reality is we have to repair versus improve.
Mr. Moller: Right. He’s going to look at it again.
Mr. Colasinski: If there's money, then we'll need to focus that on repairs versus improvement.
Mr. Moller: Okay. Also, since I'm on lakes, I went to a Marine Resource Council seminar on low impact development last week with Ms. Terri Mott. It was actually pretty cool. It was on stormwater systems and things like that. So, a lot of things that I thought I knew, I did not know. But anyway, with that being said…
Mr. Dale: I don’t want to move off lakes just yet, if you don't mind. Mr. Moller: This is part of the lakes.
Mr. Colasinski: Okay, good.
Mr. Dale: Because I just have a quick question.
Mr. Moller: Ms. Mott was working with Pete to do a 100-foot little test strip with prisms that some students from FIT developed that you plant Spartina Grass in and they basically act as a wave break. The concept and design are actually pretty neat. It’s about a third, maybe a fourth of the cost of the geotube. So, it's almost like planting an artificial littoral shelf, in a sense.
Mr. Dale: Okay.
Mr. Moller: They're triangular. I have some CAD drawings of little triangular prisms that you plant Spartina's in, so as the waves come down the shore…
Mr. Carnesale: I am glad you went to the meeting, since I've been to a few of those.
Mr. Moller: I know. She says she usually takes you and she roped me into it. It was interesting. You have some foliage there and it's a good habitat for frogs.
Mr. Carnesale: I'd like you to make sure that Ron is put into the loop with this.
Mr. Moller: She has been emailing a Ron. Is that your email because I did not recognize

it.

Ms. DeVries: Yeah, we sent it to him. Mr. Carnesale: Its RonMike1.
Mr. Moller: Are you getting the email?

Mr. Carnesale: Yes.
Mr. Moller: Okay. Because I saw the email and I did not know who’s email that is. Mr. Carnesale: Okay.
Mr. Dale: Are those available for purchase?
Mr. Moller: They are made. So, the proposal that she sent me, using, I guess, some of the funds that the Board has set aside.
Mr. Carnesale: There is basically approximately $8,000 in the budget left that was brought forward into the new budget and it's already there.
Mr. Moller: Yeah, there’s like $2,000 to do 100 foot of wave breaks with the Spartina.
She's going to bring in some people to actually to do it and do this test site.
Mr. Dale: When would we do this?
Mr. Moller: She's available next month.
Mr. Dale: So, we would be able to test it before February, which is the geotube installation.
Mr. Moller: Correct.
Mr. Dale: At what point do we have to commit to a cost with the geotube installation? Mr. Moller: I think we already did.
Mr. Dale: Crap.
Mr. Carnesale: You've already got $8,000.
Mr. Moller: We also have how many hundreds and thousands of linear feet left to do. Mr. Colasinski: But the test is still good data.
Mr. Showe: You're committing $30,000 to $60,000 worth of geotubes annually. So, in either case, that's a small thing to test.
Mr. Dale: Yeah. I understand. We're putting a large chunk, roughly $160,000 to
$180,000, which could’ve gone three times as far, I guess is my point.
Mr. Colasinski: That's called lessons learned, Rob. Mr. Dale: Yeah.
Mr. Moller: In talking to Myra, there's the Resource Council, St. John's Water Management District, DEP, there are a lot of big organizations into this. So, there's a lot of grant money to help fund a lot of this. Because we can be basically a Florida test site for this process, if it proves to be successful.

Mr. Dale: If we were to break the contract is there a contract breakage fee?
Mr. Showe: Here’s the thing I think to note, the areas that are being geotubed, have already deteriorated. The point of these is really a preventative measure versus a repair.
Mr. Dale: I got you.
Mr. Showe: So, I think what these would be good for, is the ones we've identified for four to five years out that are not as priority.
Mr. Moller: Correct. Mr. Dale: Right.
Mr. Showe: Get those so that you don't need the geotube. Mr. Dale: Its PMCS.
Mr. Showe: The ones that are getting geotubed, have already gotten to the point where we could be affecting their homes.
Mr. Carnesale: The only thing that we've approved funds for, are the test things. Mr. Showe: Correct.
Mr. Moller: Right. That's what this, the testing site. Mr. Dale: Where are we going to put the test site?
Mr. Carnesale: It is basically the education point. What's left in that is about $8,000. Mr. Moller: Wexford Drive, what community is that?
Mr. Dale: Bennington?
Mr. Rysztogi: I'm guessing, when you first go into Bennington, take a right and that cul- de-sac, is the lake right there with the open sidewalk. That's the only lake I can think of that’s accessible without going through somebody's yard. So, I'm assuming it might be that one.
Mr. Moller: Got you.
Mr. Colasinski: It's a great way to collect some data though. Mr. Showe: Yeah.
Mr. Carnesale: The point though, is that the person who owns that property, has given us permission. All we have to do is get it in writing okay to cross their property.
Mr. Dale: Okay.
Mr. Rysztogi: I think some of that though by the sidewalk might be common for the villages, I think.

Mr. Carnesale: Yeah, but I'm just talking about you're worried about getting into the backyard. All we have to do is get it in writing.
Mr. Dale: Well, we own a 10-foot slot around each lake. I love the idea. Is that within your discretionary authority? Do we need a motion?
Mr. Showe: No.
Mr. Moller: I think that the money has already been allocated for it. Mr. Showe: As long as there's no opposition from the Board.
Mr. Dale: I have zero opposition to that. I’m enthused about it. Mr. Colasinski: It's less than $10,000.
Mr. Moller: It's $2,000 for the test, I guess.
Mr. Dale: Alright. I'm going to segue this into a question that I got a week or two ago that I wrote down. I think I know the answer, but I just wanted to ask this one. Apparently around, at least at the golf course area, there's roughly a foot swath around each lake that we haven't been cutting back or maintaining.
Mr. Moller: We trim periodically because it's a buffer zone.
Mr. Dale: That's pretty much what I said. I said I believe that's a buffer zone. Then I started talking about nitrogen filtering.
Mr. Moller: It's to prevent runoff from the golf course.
Mr. Dale: I just wanted to make sure I was saying the right thing to the residents. Okay, good. Thank you.
Mr. Moller: Sometimes it will get away from us due to weather. Actually, Wes is going around and knocking them down right now.
Mr. Dale: Right.
Mr. Moller: But we try to do it three times a year. Mr. Dale: Okay. Good deal.
Mr. Moller: Regarding golf course maintenance, we have our ball picker going out next month to get ready for the season. Everything else is gearing up for that. As of yesterday, golf was sitting at $88,000 and projected at $115,000. Last year we did $124,000 and we're budgeted for $93,000. The first week killed us with the rain. I think that first week we had about $8,000 in round revenue. Compared to the last couple of weeks, we've been averaging around $25,000. I think we'll still finish out this month pretty strong. The same thing with Food and Beverage,

we’re sitting at $42,500 as of the 25th and are projecting about $52,500. Last year, we were at
$38,500. So, they're doing pretty well.
Mr. Dale: I do want to emphasize. Once again, we had the bad luck of the draw. Last year, in October and November, we were remodeling and had a couple of rough months to start the year out with, which cost us a good chunk of money. This year we had two weeks of rain, basically, which effectively shut you down for two weeks and then the restaurant even had to close.
Mr. Colasinski: In January, was when we actually did the hood replacement, too. So, that was another significant dent.
Mr. Dale: Right.
Mr. Moller: Regarding the restaurant, the oven was delivered from US foods. Jamie is just coordinating with Pierce Restaurant Equipment to do the install. So, he is trying to get them and the Ansel system coordinated for the same day. So. we can just do a quick swap out. Worst case scenario, we'll have a cold service lunch while they're doing it and we should be open for dinner.
Mr. Dale: Nice.
Mr. Moller: Pete has all the aluminum done over the back area, the 12-foot shade. Mr. Dale: It looks exceptional.
Mr. Moller: Yeah. All the refrigerators back there are locked and performing very well with the sun protection.
Mr. Dale: Well, it also has the canopy, not just the aluminum.
Mr. Moller: Yeah, the canopy as well. I did order and we put the beer fridge inside of the restaurant for grab and goes. That seems to be working well. Last night, Jen got to demo our locking rolling liquor cage for the outside bar. I purchased a liquor cage that they can lock up so they can basically keep all of their supply stocks for the outside bar, so they can just roll it out and stock the bar. When they break the bar down, they can fill up the cage, bring it inside, lock it up, secure it.
Mr. Colasinski: So, then what is the plan for opening up the bar outside?
Mr. Moller: Right now, we're thinking about just like Fridays, Saturdays and Sundays. Mr. Colasinski: No. What calendar day are we going to start opening that up?
Mr. Moller: We don't have one as far as a calendar day.

Mr. Colasinski: Well, why not? That's what a plan is about. We asked for a plan and plan is you talk about the tools, the infrastructure you need and then a date.
Mr. Moller: Okay.
Mr. Colasinski: Well, I mean, we've talked about this. When is it going to happen? Mr. Moller: I'll get with Jen.
Mr. Colasinski: Alright, well, this has been going around since early September.
Mr. Moller: We really don't have the volume of customers to support having it open right
now.
Mr. Colasinski: And that's okay. Just come up with a date, because our marketing person
needs to start getting that information out there as well in advance so that people will know and then it's by chance. We want to let people know so they'll show up. So that's why the date is so that we can start marketing it.
Mr. Dale: I know this sounds kind of obvious, but by calendar date do you mean September 15?
Mr. Colasinski: Yeah, like November 25th. Something that says, “Welcome to our grand opening of the outdoor bar” and offer some specials or something like that, because we have to get the information out ahead of time before we do it because otherwise…
Mr. Dale: I understand.
Mr. Carnesale: Mention that it will be on Thursday, Friday, Saturday. Mr. Colasinski: Yeah, that's all part of that.
Mr. Dale: That’s why I was getting that. Are we talking about committing to Thursday, Friday, Saturday?
Mr. Colasinski: Yeah, that's part of your plan? That date is necessary to provide the lead time for the advertising and marketing of that, so we can actually get the momentum.
Mr. Carnesale: We’re going round robin, if we're waiting for the people to come before we bring it out.
Mr. Showe: Correct.
Mr. Colasinski: The other thing, too, is that a date tends to force things to happen as well, because we will all just dance around it, but it also forces us to think through everything, too. For instance, I know there was a hostess stand that we needed out there. There's this place for storing utensils and also plates and glasses and things out there, too. There's a thing for washing our

hands. Those are a number of things that need to be in this plan and some of those have a lead time with them. This is why looking at a date and then looking at all these things and when can we get them when can we get them in place? Will they be functional? Where are we going to put it? All those things? It just takes time. So, this is why a date is important. Otherwise, it will just float endlessly.
Mr. Moller: I get it. Mr. Colasinski: Okay.
Mr. Moller: Actually, I do have the leasing docs for the car fleet and for the ball picker, I guess, for us three. I just grabbed a copy of what we did for the six-seater, as far as who needs to sign where, because we had some issues with the sign in the wrong spot, wrong person signing it. So, I got those for tonight.
Mr. Showe: Those have already been approved by the Board. Mr. Moller: Right.
Mr. Showe: We're getting ready to get the equipment.
Mr. Moller: Yeah. The ball checker should be here in December and the cart fleet in November.
Mr. Colasinski: Merry Christmas.
Mr. Moller: That’s right. I did hire a new Head Golf Pro, Mr. David Owen. He actually lives in Rockledge, currently. He was the Assistant Pro and Tournament Director at Lake Nona. He starts on November 6th.
Mr. Colasinski: How much are we going to be paying this person? Mr. Moller: Do I want to say it on public record?
Mr. Colasinski: It's going to be public record anyway. Mr. Moller: $65,000.
Mr. Colasinski: What do we expect to get for 50% more in salary, more than 50%?
Mr. Moller: A golf professional. Someone that knows how to run a golf shop. We paid
$65,000 for a Food and Beverage Manager and $80,000 for a Golf Course Superintendent.
Mr. Colasinski: Fiscally, we exceeded all our budgeted amounts last year for the golf
course.
Ms. DeVries: So, does this fit in our salary budget?

Mr. Moller: It will increase the lessons, increase merchandise, increase just overall revenue I see bringing in.
Mr. Colasinski: By how much?
Mr. Moller: I can’t put a dollar amount on it.
Mr. Colasinski: We have more than a 50% increase in salary for the person. We should have some expected return on investment with them.
Mr. Moller: From my interactions with him, increased professionalism. I think he's going to bring a lot more to our golf operations.
Mr. Colasinski: What demonstrated improvements in profit has he been able to provide in his previous experiences?
Mr. Moller: Increased golf lessons, ladies groups, ladies outings. He's a Tournament Director.
Mr. Colasinski: Well, what happens with Mr. Mike Hogan then? Ms. DeVries: Have we renegotiated Mr. Mike Hogan's contract?
Mr. Moller: Yeah, we re-negotiated with Mr. Mike Hogan and increased him by about 20% from what he was receiving before.
Mr. Colasinski: Alright.
Mr. Dale: Let's back up. Mike, as I understand it, we were making roughly $2,000 a year from. What are we going to be making going forward?
Mr. Moller: Well, he was at $175 a month and now he's at $210 a month. Mr. Dale: Alright.
Ms. DeVries: For one tee?
Mr. Moller: For one portion of the tee on the side.
Mr. Dale: I know in discussion, all of this is public record anyway, so I'm just going to throw this stuff out. What I was kind of hoping to do with Mike was to throw some incentives his way. I know what he's pulling in from the discussions I've had in various places. He's pulling in at least $50,000 to $60,000, right?
Mr. Moller: I have no idea.
Mr. Dale: So, that's my understanding. My feeling has always been, because we give him a huge chunk there. I'm always of the mind that I don't think 10% is a lot to ask. I also felt that

we were going to add considerably to what we could offer him through the way of marketing and things like that.
Ms. DeVries: So, he would get more lessons through us.
Mr. Dale: I'm kind of feeling like we sold ourselves short, not that I want a nickel and dime on stuff like that. I know it's not a huge chunk. I'm not picking on you, because I know you were after a lot of this stuff, Jim. This was kind of like a core issue as to why there was a change in Board three years ago, because a lot of free rounds were being given away and employees were getting a lot of free rounds. We had PGA pros that were giving the store away. We were underselling ourselves. We weren't charging enough for rounds. We've had discussions. You've done a great job with putting together the season pass packets and all of that kind of stuff and doing away with them as we need it. I guess where I'm going with the Mike thing is we've always kind of had a mindset of selling ourselves short. Is the Mike thing going to make or break us? No. You're talking about a few thousand dollars, but it's again about a mindset thing. I was actually kind of hoping for not just a little bit more, 10% of what he's making, but also maybe to offer to him, “Hey, we've got a marketer that we can set loose, and maybe we can put together some grand package where we turn our golf lessons and our marketing our golf school into something big.” Is the Mr. Mike Hogan thing etched in stone until next year?
Mr. Moller: We could probably do addendum I would think.
Mr. Dale: Okay. I don't know how those contracts are done. So, I would throw that out there as a topic of discussion. The other thing that I was going to ask along the lines of what you were answering with Steve, I know when we had our previous pro, one of the incentives that we had offered was if he would offer lessons and keep half the lesson fee. Then of course, we would get the other half, because that wasn't something we were doing. It sounds like we've given our pro salary, so he would be doing lessons. I'm assuming we would keep all of the lesson money.
Mr. Moller: It's 50%. Actually, all of the research I did with the PGA when I started this, 70%/30% is about the average split, where the pro gets 70% of the lessons and the club gets 30%.
Mr. Dale: Right.
Mr. Moller: So, for us, being at 50%/50% was tremendously low. Mr. Dale: Well, but we also didn't have a PGA pro.
Ms. DeVries: But then is the salary lower? Usually, the salary is lower.

Mr. Moller: The salary of the Golf Pro was $60,000 to $70,000, a 70%/30% split, with the full package being around $80,000.
Mr. Colasinski: Getting back to my original question, we have somebody who's more professional. How does that correlate into improvements in revenue? We had $4,000 for the lessons last year, which was a 50% improvement over the year before, because we had, like
$3,000. How is that going to correlate, into improved profit, because we're paying a lot more money now for someone? We're paying 60% more. I'm not as concerned about revenue as I am about profit, because profit is what drives keeping the golf course open.
Mr. Moller: I totally agree.
Mr. Colasinski: So, that's why I'm asking.
Mr. Moller: Right. I'm hoping to recuperate at least $30,000 to $40,000 just in pro shop merchandise that we lost last year.
Mr. Colasinski: Okay. Alright. And what else?
Mr. Moller: Increased lessons, increased personability, bringing in tournaments.
Mr. Colasinski: We had people who were personable before, but we didn't make any money. We had people who were professional before, but we didn't make any money. That's my overall underlying concern with this whole thing, knowing that what can this person do to improve the profitability of our operation so we can continue to keep the golf course open? That is what I'm trying to understand.
Mr. Moller: I don't know exactly what answer you're looking for.
Mr. Colasinski: Is there any demonstrated numbers from before in his career, regarding improving profitability at the places he's worked?
Mr. Moller: I did not ask those questions to his current boss. I just asked about his work ethic, his personality, etc.
Mr. Colasinski: But that's the fundamental value this Board has for the golf course, which is to make a profit. That's fundamental.
Mr. Moller: Right. Like I said, I think just in him keeping track of our inventory in the pro shop, he can make up for salary overages, just in that without any extra lessons or clinics or anything like that.
Mr. Colasinski: Alright. So, this coming year, we're going to take a very close look at that and see how the year progresses. But that's a very important number to keep in mind because we

have to continue to feed profits and saving those for capital improvements, because that's where the entire District fell down for decades. It was just going to the bonds and we don't have access to bonds anymore. There's a definite need to keep the golf course functional for the community, not just Viera East, but this entire area. I read a study in Golf Digest of the top 60 golf courses in Florida. Only 12 had public access. There are a lot of golf courses in Florida, but they're not all public access. Look at all the people moving into Brevard. Nobody is building new golf courses. We need that, not just for Viera East, but for the entire community. So, this is an essential component. I want to make sure that we're continuing to feed the profits and saving the profits so we can do capital improvements, because we fell down with previous Boards before and it's very strong fundamental for this Board right now. So, that's the only reason that I'm asking about it.
Mr. Moller: I get it.
Mr. Dale: I would like to add to that, with a possible solution, but it does come into play with the Mike Hogan contract. The reason why I focus on that, is the summer school that he runs, that we haven't been capable of running because we didn't have a PTA pro, but now we do. That's $20,000 to $30,000, just for summer school. We've also had discussions. You and I think you mentioned that you had talked to Steve about this and other Board Members, but also maybe potentially doing something like that during the Christmas break. So, that's maybe another
$10,000.
Mr. Colasinski: Thanksgiving break, Christmas break, anytime there's a break in school and parents are looking for opportunities for their children, that's a great time to harness that.
Mr. Dale: This was huge issue that I saw on social media recently, that we weren't able to jump at because we didn't fit the situation. But somebody was looking for golf lessons for their child and then there were a number of people piling onto that. I guess where I'm going with this is, I know that Mike is personable and he has people that like them and use them and everything. He has a big old Mike Hogan sign out there and he gets billing on our website and on social media and everything, but all we get for it is a couple of thousand dollars a year. That just doesn't seem to be a super business decision, where he's deriving a lot more benefit from us than we derive from him. I'm not picking at Mike. It sounds like Mike is very personal and does a good job. Actually, if I were Mike, I'd be doing exactly what he's doing. I get why he's doing what he's doing. All I'm saying is that we should take that into consideration, perhaps in going back to talk to Mike with our new pro, we work something out where the course gets a bigger chunk of the

summer season for schooling. Perhaps we start up a winter school or something like that. Maybe there are other opportunities. I want you to get the marketer involved, too, when she gets here, so we can get some ideas from that perspective. Everything is negotiable, is the point that I'm trying to make. We don't have to get more rent money from Mike, but if Mike is willing to give up a slice of the tape from summer school, well, hey, maybe we can put together a whiz bang summer school. I'm good with that. I don't know where the rest of the Board is at with that. I mean, I'm just trying to throw ideas out there.
Ms. DeVries: On how we can make up that gap. Mr. Dale: Yeah.
Ms. DeVries: My concern is that there's a budget for salaries and the budget for salaries was based on the old salary, not the new salary. By the way, I appreciate that you did all of the research and looked at what is the norm and everything, but now we have a 50% increase in this salary. Does that fit in the budget that we approved?
Mr. Moller: No.
Ms. DeVries: So, if anything doesn’t fit in the budget that we approved, then it's not approved. Right?
Mr. Moller: Yes.
Ms. DeVries: So, we're kind of in a predicament here where we've hired somebody and we don't have approval for the amount of money that we're paying them. So, I don't know what to say with that, because if the salary exceeds what the budget is, we have to figure out where that's going to come from. What Steve is saying is we're going to have a plan for profit, but I'm going, “Well, wait a minute.”
Mr. Colasinski: The thing is, if you need that kind of money, you have to talk with the Board first so we understand what we need to move around to accommodate it.
Mr. Moller: Okay.
Mr. Colasinski: That's what should typically happen. If you have something that's out of budget, you come and you talk and say, “Okay, this is it. This is what I need.” And then we as a Board discuss what we want to move around to be able to accommodate that. Because right now, we don't have any options.
Ms. DeVries: My second concern is really relevant to Mr. Mike Hogan. Just to be clear, I don't know Mike and don't have any interest in Mike’s business. I've never even talked to the

man, but he has been at the Viera East golf course for a really, really long time. He is well liked. My understanding is he's well-liked by the course. I could see where Mike or some of his colleagues could see this as cutting into his business as we now have our own pro, offering lessons. I was hoping when we contracted with Mike, that we could figure out a way to work with him to market his services, take a cut and utilize his services and then figure out where we have gaps and then maybe find the personnel to fill those gaps. That's my thinking.
Mr. Moller: From the lesson side.
Ms. DeVries: Whatever. From where you need a pro, where does Mike fill in that? Do we pay him? Does he give us a cut? Then where do we still have gaps that we need to fill for the gap that Mike doesn't fill? Because we have him. He's been a fixture for a long time. I guess we don't have him, but we have a contract with him. So that's my two cents.
Mr. Dale: It sounds like we have negotiating room on the contract.
Mr. Showe: You always have negotiating room. The contract has termination clauses in it, ultimately and if the Board chooses to terminate, we can certainly terminate. But you've got room to negotiate and make an addendum or change the contract or however the Board would like.
Mr. Dale: And I'm a big believer you get a lot further with honey than you do with a stick. So, that would be the way that I would encourage the negotiation to go. Marketer, do you think you'd be able to market Mike Hogan's Golf Academy.
Ms. Webb: I have before.
Mr. Dale: Would you be able to significantly increase his business?
Ms. Webb: Probably. Was there some social media activity about people looking for golf lessons within the past week on Facebook?
Ms. Webb: Well, I've had people request them especially for Spring Break. I know Mike doesn't offer them for Spring Break, but we said we'll look into what we can offer.
Mr. Dale: That's what I'm saying. There's a lot of opportunity here that I think might resolve a lot of what we're talking about here.
Ms. DeVries: I see Mike as a partner, not just a renter.
Mr. Dale: Bingo. Thank you. I prefer to have more of a partner relationship. Ms. DeVries: I want a partnership with Mike.

Mr. Dale: Than just getting a couple of measly thousand dollars a year. I think there's an opportunity here that we're missing, is what I'm really trying to get across. So, does anybody else want to add anything on that topic?
Mr. Colasinski: On that topic? No. Mr. Dale: Okay.
Mr. Moller: That was it.
Mr. Colasinski: Question on the restaurant. In moving to the new restaurant structure, one of the things that was missing was having a manager on duty. Okay? Who was our manager on duty last Saturday night?
Mr. Moller: I'd have to look at the schedule for last Saturday.
Mr. Colasinski: Well, okay. That's a problem because we had a number of issues that cropped up. First of all, we had two servers that were new, Jill and Maddie, who just joined. I don't even know if Jill's 21 or not. They were the only people that were going to be working after 7:00 p.m. that night. We need strong management there in case issues come up. People really didn't start showing up till 7:00 p.m. on Saturday night. Nicole stayed on a little bit later, but she's 21 or 22 now. Also, she's not much more seasoned. There were a number of things that were left unattended, for instance, we have mats that we put out in the dishwasher area. At 9:30 a.m., I went by there in the morning and the mats were hanging over the wall. At night, when I went by, the mats were still hanging over the wall. Nobody put the mats down for the day at all. I walked back there because I wanted to see something was out in the back. The mats weren't there. The floor was slippery. We do that for the safety of the employees, but nobody put those down. Even on Sunday, I went in there for brunch and the mats were still on the wall. I asked Jen about it and she said, “Well, I'm not strong enough to take them down.” Okay. That's a fact. So, that's a safety thing. The other thing is, out in the back, we have a storage shed where we keep all of the beer and then we have all of the food lockers. The storage shed for the beer was locked and none of the people that were working that night, had the key so we could not lock up the beer that night. We couldn't lock any of the food coolers, which we're required to do for the Health Department to lock up the food and the beer at night, also. We also have the lighting outside. At 7:15 p.m., it was dark and our lights still weren't on outside. So, I think it might behoove us that occasionally, one night a week, you go in there and just look and see what's going on. See what's happening in the operation. I shouldn't be the person explaining this to you.

Stop in one night a week and look and see how things are going. You don't have to stay all night. Just stop in and look and see what's going on. Like the lights not being on. That's a security issue for our guests who come in there. But I shouldn't have to be saying this, is the thing. So, I'm not trying to pick on Jim night. These are just things I have to do with regards to looking out for the overall good of the community and the safety of the employees.
Mr. Moller: I get it. That's kind of where I entrusted my food and beverage manager and assistant food and beverage, to take care of it.
Mr. Colasinski: Yeah, I think the thing is, if she's not sure, then ask for help. I don't know that she knew there was other potential solutions for help. I don't know that, but that's a conversation to have, because the value that we have, is that we want somebody there who can address issues with customers with enough experience. We just didn't have that there on Saturday night.
Mr. Moller: Okay.
Mr. Colasinski: It's a safety issue for the employees working there, too, when cashing out. We just had two young girls working there that night and when it came time to close, if somebody wanted to come in and cause some trouble, unfortunately, that's what can happen. Just have the conversation, because what had happened was Jamie was out for a wedding on the West Coast. So, that left Jen and Saturday was her day off.
Mr. Dale: She should have had Vicky scheduled.
Mr. Colasinski: The thing is, have the conversation just to indicate the why. We can't have that. Then also the safety issues that we did see as a result of that. I'm sure there's a solution and I'm confident there will be a solution. But just understand that we do need somebody that's a value of the Board. We've stated that before.
Ms. Webb: I was at the Sassy Saturday and Vicky was there.
Mr. Moller: She wasn't there in the evening. That's kind of the point.
Mr. Dale: I don't mean to pile on, but some of the stuff I want to emphasize, several of the things that we're talking about are facility issues that the restaurant people don't have control over. I think some of it we're just dealing with, because of the time change. This is part of where we need to have our maintenance guy get his schedule together. I started calling this, “The roots meeting,” to myself. The reason I'm calling it, “The roots meeting,” is we’re kind of coming back to some of the roots of why we were originally elected and we have different things going

on with the Supervisors tonight and we have new Board Members and a new Golf Course Manager. Some of the stuff that we're talking about tonight. nobody's ever heard before. So, that's why I'm thinking of calling it, “The roots meeting.” Let's reiterate some of the things that we did a long time ago.
Mr. Colasinski: The values that we have.
Mr. Dale: The values. Yes. But with that said, along the lines of lights, I do agree that we need to get them on sooner, but I would also request that the outside lights do not go off earlier than 12:00 a.m. for safety reasons. I think they go off at 11:00 a.m. now, but with the time change
Mr. Colasinski: Are you talking about PM, Rob? So, you're saying midnight. Mr. Dale: Midnight.
Mr. Colasinski: Because you just said 11:00 a.m. Mr. Dale: No, 12:00 a.m. Is what I'm asking for. Mr. Colasinski: Right. That's midnight.
Mr. Dale: Midnight. The reason why I say midnight, is sometimes when they're cleaning, it's a safety issue for our employees. If they're getting out of there at 11:45 p.m., I don't want them walking through a dark parking lot having to deal with that. So, yeah, the outside lights turning off at 12:00 a.m. is one of my requests. I'm going to kind of go rapid fire through some of this. The bug system. I could ask you this outside of the meeting, but I know we had it unplugged.
Mr. Moller: There was nothing wrong with the bug system. What had happened was it was plugged into the same outlet as that Sonos® and I think that Sonos® system was outside. When we unplugged it, we just unplugged the whole cube and accidentally unplugged the bug system. The bug system is plugged back in again.
Mr. Dale: Yeah, I plugged it back in. Okay. But I just want to make sure there was nothing wrong and that everything was good.
Mr. Moller: No.
Mr. Dale: Okay, good. I do have a suggestion. We do have a lot of new managers. I know that Kyle he's been there a little while, but he's still been there for a year. Jenna is a new manager. Jamie is a new manager. Vicki is a new manager. Heck, even, I mean, you were a manager before, but you're in a different role.

Mr. Colasinski: Vicki is a new manager?
Mr. Dale: She's an Assistant in front of the house for Jen. Mr. Colasinski: Okay. I did not know that.
Mr. Dale: At least that's the way I understand that.
Mr. Moller: I asked her to get someone, so if she’s not there, to handle the front of the house operations she takes a day off.
Mr. Dale: Right.
Mr. Moller: The girls need someone to go to and she put her trust in Vicki.
Mr. Dale: Right. What I see happen a lot of times over the past couple of years and this again, had nothing to do with you.
Mr. Colasinski: Right.
Mr. Dale: We kind of throw employees to the walls, especially in the restaurant. We need to give some of the new managers some sort of management training.
Mr. Colasinski: Basically, a skills assessment first and then based on that, determine areas for training.
Mr. Dale: Areas for training. Yeah, and I don't know what this looks like. All I'm saying is I think there are customer service training things. Jen might be able to add to this because, gee, it's kind of what she does for a living expertise.
Ms. DeVries: It’s her area of expertise.
Mr. Dale: At least some initial management training for our managers that focuses also on customer service. Then the other thing that I would suggest we do, is we come up with some form of a one-hour initial video for new employee hires. Perhaps Jen has one. Perhaps Michelle can put one together.
Mr. Showe: The insurance company that we work with might have one.
Mr. Dale: Yeah, they might have one. It could show the key things in our handbook, a tutorial on the driving range here, what a hole looks like, what aeration is. Just a video for a new employee at the golf course and telling them that its mandatory to watch it, so at least they get some of the basics of how our operations work there.
Ms. DeVries: Rob, you were talking about management training.
Mr. Dale: Well, management training, but I’m also talking about one aspect. Mr. Colasinski: That’s one aspect. There are other areas as well.

Mr. Dale: For new employee hires, all employees have to watch the one-hour video or whatever it is, 45 minutes. I don't care how long it is, but my point is something that familiarizes them with our operations, because we get restaurant hires in there and they have no idea what the heck is going on with the rest of the place.
Ms. DeVries: When they get hired, they're still responsible. They get the Employee Handbook. They are still responsible for signing off that they've read it. Right, okay, so they have that.
Mr. Colasinski: So, normally with employees, there is some sort of skills assessment based on their job description. It's not a knock against them as much as, what areas we need to work with them on development. Sadly, I've seen this with managers in other companies that are thrown into a position and they're never given any training. Then subsequently they're set up for failure and it's not fair to them. It's really disappointing because they're eager to get in there and make a difference, but no one's ever trained them on what to do, how to do it and what's expected. I think if we have some of the job descriptions, we can derive some form of skills assessment out there that these are the skills they need. Just simple questions that we can ask or ascertain what areas for training. We have a training budget, but this goes across the spectrum. We have the restaurant, the pro shop, the cart barn, our maintenance teams, all of that. Those are things that we should probably consider training our people in areas. We want to make them better employees and we don't want to throw them into situations where they're going to fail.
Mr. Dale: Yeah. I kind of felt that was happening in the restaurant before we were throwing spaghetti against the wall.
Mr. Colasinski: Right.
Mr. Dale: I just want the issue to be resolved. I don’t want to cast blame.
Mr. Colasinski: This is an improvement. This is not a point the finger thing. We're just trying to say, “I think we could improve in this area.” What we have right now is good functionally, but we could probably make things better if we take a second look and do some improvements. We've got some new people working in the pro shop. I doubt that any of them have had significant customer relationship type experiences. Maybe we could give them some training. I know that one of them that has been around a long time is kind of grumpy. Just so they at least have an awareness of the skills and the presentation to customers on what they represent. There are trainings available and, in some cases, there might be computer-based training for

computer skills also and we need people to get better with computer skills. You seem to have a pretty good background in that, but I wouldn't expect you to train people. If we want people to do work in Excel spreadsheets, PowerPoints, we can get them training for stuff like that too. In many cases you might need something from them in one of those type of formats, so that you can give a report to us and you need them to work on something, but if they don't know how to do it, they can't help you in that regard. So, maybe we need to just get them some training for something like that too.
Ms. DeVries: I can help you look for online courses and stuff like that.
Mr. Dale: That's a good point, because I know a lot of times in meetings, we talk about things and then we don't put an end date or an objective date or whatever. Are you keeping notes on the things that we’re talking about?
Mr. Moller: Yeah. That's usually the problem. W come up with these ideas and then we get back to the daily grind.
Mr. Dale: Right. We're not going to resolve a lot of this tonight, but what I'm going to ask, is sometime within the next week, you could put together an email. I want you to think about a lot of these different things and say, “By this date.” I know Steve was looking for an opening date.
Mr. Colasinski: I think this is going to take longer than a week to actually think through. Mr. Dale: I'm just talking about developing a when we can implement something by.
Mr. Colasinski: Well, you first have to say what it is. Mr. Dale: Right.
Mr. Colasinski: You need the skills assessment first before you can identify the type of training, which is the conversation needs to happen with Jen first. That's not going to happen in a week.
Mr. Dale: Right. On that specific issue. However, issues like fixing the lights and that kind of thing, we can, but I'm talking all of the issues that we're discussing.
Mr. Colasinski: So, what issue are you talking about? Training or issues in general? Mr. Dale: Issues in general.
Mr. Colasinski: Okay.
Mr. Dale: That we are discussing right now. I hate to say it, but I have about nine other issues here that I want to add to the mix. Hopefully they go a little quicker.

Mr. Colasinski: Is anybody here getting paid by the hour? Mr. Dale: Let's put together a summary email.
Ms. DeVries: Just for the record, no. Mr. Colasinski: Alright. There you go.
Mr. Dale: Put a timetable on it, so a lot of this stuff doesn't slip through the cracks, is where I’m going.
Mr. Moller: So, what I'll do, is where Jason has action items… Mr. Showe: I can send you one. Mine has a format.
Mr. Moller: So, next Friday, I'll just send an email to him saying, “This is a follow up on the action items.”
Mr. Dale: Yeah, that's all I'm saying. Because some of the stuff, especially like the training issue, I don't want that stuff to slip through the cracks. But Steve is right. I don't expect that to be resolved in a week. That's going to require discussions with probably Jen.
Mr. Colasinski: We’re looking at job descriptions, talking with your people. Mr. Dale: We've got to talk with Clive.
Mr. Colasinski: Jim, that's the entire staff, the people who work over in the maintenance facility as well as, golf course maintenance, Ed's team, everybody. Some of the guys in Ed's team could use some training on potential pieces of equipment too.
Mr. Dale: Right.

Organizational Matters (Item 9)
Acceptance of Resignation of Peter Carnesale
Mr. Dale: What I am going to ask for now, we do have other things we need to continue on, but we're going to take a pause, though, on the golf course issues, because we have a significant development. We have a Supervisor that has been on this Board for three years. Prior to the three years that he was on this Board, he ran, promoting his ideas and making a fundamental difference, as we're going to see. Jason has a very excellent PowerPoint presentation that he's going to be sharing with us. Pete just shared with me that he has a family situation and he's got to leave. What I don't want to do is leave Pete unacknowledged before he leaves, because Pete has tendered his resignation to the Board. He will be moving out of State. While I am saddened that the CCD part of the CDD will not be on the Board any longer, I do feel that everything you've had to do, Pete, over the past, I'm going to call it four years, because that

year running was a tough year. It was just like being on the Board. You had to sell people on what your vision was for the community.
Mr. Colasinski: It was actually longer than four years.
Mr. Dale: Yeah. It was a little longer than four years that you've been involved with this District.
Mr. Colasinski: It goes back into July of 2019.
Mr. Dale: Yeah. So, aside from being your running mate, I consider you to be a friend. I appreciate highly, everything you have done for this District, whether it be for the issues of the littoral shelf or whether it's voting fiscally to improve the status of the District, which we are going to see in the PowerPoint that Jason's going to do, you've made a huge difference for this community and I appreciate it. I'm going to have something to add at the end of it, but what I want everybody else to do, if they would like to add anything to what I’m saying…
Mr. Colasinski: I certainly would. I want to thank you wholeheartedly for stepping in and taking the initiative and also having the courage to put yourself in a place that potentially and was somewhat controversial, because you did a fundamental change of the values of the Board for this District. It's made a huge difference for value for the people in this District, too, making decisions for doing dog parks, playgrounds, those are totally new things that this District has never experienced before, making the right fiscal decisions for the golf course, so we can actually become profitable. There are many policy decisions that had to be made along the way that take courage to do and also experience the wrath of people who don't agree with you. But you had the courage to do that, in a time of high ambiguity and in a path that wasn't paved. So, I wholeheartedly thank you for that as well. I appreciate you knowing you and the courage that it took. Being an army veteran obviously gave you a solid foundation and courage, but we are very happy that you were able to leverage that here with us and change in a very positive way, this District and the value that we provide to the people within this District. So, thank you very much.
Mr. Dale: Ron, would you like to add anything?
Mr. Rysztogi: I’m also an army veteran. It made it easy for me when I came on the Board, I became friends with Pete right away. He's the kind of person that looks out for you, answers your questions, finds out what you need and we became friends right away. It's great that you've been helping me out for six months now, eight months, whatever it is. But you're

leaving though. That's the bad part. That's the bad news. I hate to see you go, but life does go on and I wish you good luck.
Mr. Colasinski: Yes, the best of luck.
Mr. Carnesale: Basically, I'm not leaving because I don't like the Board. Mr. Colasinski: Right.
Mr. Carnesale: I'm leaving because I'm moving and when I move, I will be out of CDD, therefore not eligible to be on the Board. Alright. And being a part of government, which we are, there’s no way that I'm going to break one of the rules of government and try to stay on when I am no longer eligible for it. I'm not going to try and keep it secret that I'm moving and stay on the Board. Alright. I like what I'm doing. I've gone to a lot of places within the District. Okay. I know I've been seen a lot around the District. Probably the place that I've not been seen a lot is probably at our tavern. However, I've been there, but we usually go lunchtime as opposed to nighttime. So, although I haven't been seen a lot there, it's because of the timeline, not because I haven't been there. Basically, I get a chance to see what's going on during the day.
Ms. DeVries: Pete, I just want to say, I go back to the 2019 timeframe with you guys too. Even though I was recently elected with Ron, I appreciate all of the work that we did back then to basically set the goals and set the policy, what it is, what we were trying to do and be able to articulate that. I appreciate me. You always had a smile on your face. You were always friendly. So, we appreciate everything that you have done for this Board and for this community.
Mr. Carnesale: Try to get elected without having a smile on your face. Ms. DeVries: I know, right? Well, I'm glad we got elected.
Mr. Dale: I think we'll replay some of your videos from the campaign for your exit on social media. Would anybody else like to add anything?
Mr. Showe: From my end, it's been great working with you, Pete. Obviously, you jumped in kind of headfirst on a lot of different projects and became involved with a lot of different residents out here. I know that it's been greatly appreciated from both residents and the Board and from staff.
Mr. Moller: Yeah. From the staff., thank you.
Mr. Showe: I have to give you the typical paperwork that you have to fill out and go to the Supervisor of Elections.
Mr. Colasinski: Let no government deed go unpunished.

Mr. Dale: Right. Pete, could you do me a favor and join right over here, front and center? Normally in the army. When something like this happens, the next thing that you hear is attention to orders, but there are no orders. What we do have for you, we did want to say thank you for everything you’ve done over the past several years. (Applause). I would, for the record, like to read what it says. “Pete Carnesale, Viera East CDD Supervisor, Seat 3, 2020 - 2023. In appreciation for your dedication and selfless service to the Viera East CDD, Brevard County, the State of Florida and our great country, thank you for your leadership.” (Applause).
Mr. Dale: I told you we had a lot to cover in this meeting. Mr. Carnesale: Thank you very much!
Mr. Colasinski: It was a pleasure having you with us for so long.
Mr. Dale: Now we got to get into a little bit of bookkeeping. We got to do this at some point during the evening, so we might as well do this now. We have a lot to cover tonight.
Mr. Showe: The first item would be obviously Pete has submitted a resignation, so we would need the Board to make a motion to accept that.
Mr. Dale: With regret, but we understand, family first.

On MOTION by Mr. Colasinski seconded by Ms. DeVries: with all in favor the resignation of Mr. Peter Carnesale was accepted.

Appointment of Individual to Fulfill the Board Vacancy with Term Ending November 2024
Mr. Dale: With that said, I did have a little bit of a heads up with Pete's resignation. So therefore, I put a little thought into and this is just me speaking, but I know that this Board needs a good, qualified, quality candidate that would be willing to serve, which is a huge component of this and that is qualified and would be a good addition for the community. And in my opinion, we do have such a person. We are fortunate that I was able to convince him to show up at the meeting this evening. We have a person that is a former president of the Viera East Community Association (VECA) that is very familiar with the community and currently serves on VECA. I've already done my due diligence to find out whether or not you are able to serve concurrently with the master HOA and the CDD and you are. There is nothing that is an impediment to that.
Mr. Showe: Absolutely. The only thing you would have to look at is if you're at a Homeowners Association (HOA) meeting and there's another member of this Board there, if a

CDD item comes up, one of you should leave the room, just to be clear. But other than that, that's really the only conflict.
Mr. Colasinski: Good. I don't have to go to VECA meetings now.
Mr. Dale: The only time I generally go to them is to vote for HOA officers, which isn't a conflict.
Mr. Showe: No, as long as they're not talking about. CDD issues.
Mr. Dale: Thank you, Pete. I am going to make an exception to my rule of doing motions.
I believe that Mr. Bill Macheras is very qualified.
Mr. Colasinski: You don't have to make that exception.
Mr. Dale: Well, I don't. I just know that I'm kind of throwing this at you guys. Mr. Colasinski: So, what is the topic you're entertaining?
Mr. Dale: I would like to promote Bill as our appointee. Mr. Showe: Appoint.
Mr. Dale: I can't appoint. I'm promoting him to the Board. Mr. Showe: You’re making a motion to appoint.
Mr. Dale: Yes, I'm promoting him to the Board. I would like somebody to make the motion to accept Bill as an appointed member of this Board, to fulfill the remainder of Pete's term and if he so chooses to run next year, then of course he could.
Mr. Colasinski: One step at a time. Mr. Dale: Yeah. We’ll work on him.
Ms. DeVries: We need to appoint a new Board member.
Mr. Colasinski: I will make that motion to appoint Bill to the position where Pete has resigned and to serve with us on the Board of the CDD. I would also endorse him as well as someone who understands the community, the interests of the community, budgets within the community and dealing with many community issues.

Mr. Colasinski MOVED to appoint Mr. Bill Macheras to fill Seat 3 with a term ending November 2024 and Ms. DeVries seconded the motion.

Mr. Dale. Is there any further discussion? The only thing that I would like to add to all of this is that Bill is a resident of The Villages of Viera East, and one of the things I know has been

a priority for this Board is to have representation from different parts of the community as best possible and we accomplished that also. That's another arrow in the quiver for Bill that we get, which I think is exceptional.
Ms. DeVries: Thank you for bringing that up, because we do like to have the five Board members all representing different communities, if possible.

On VOICE VOTE with all in favor the appointment of Mr. Bill Macheras to fill Seat 3 with a term ending November 2024 was approved.

Mr. Dale: Bill, get up to the front of the room.

Administration of Oath of Office to Newly Appointed Supervisor
Mr. Showe, a Notary of the State of Florida and duly authorized, administered the Oath of Office to Mr. Macheras.
Mr. Showe: Just print your name here and then sign it and I'll notarize it for you. I'll catch up with you after the meeting as I have a package to go through with you. Next is an information sheet. This is essentially how we contact you, your name, home address, phone and an email will be fine. We also provided an I-9, in order to receive $200 per meeting. The I-9 and W-4s go to Inez, right?
Mr. Moller: Yes.
Mr. Showe: You’ll turn these into Inez who is in the golf course office. She will make sure that you get paid for those meetings. I'll stick around after to go through it all with you, including the Sunshine Amendment. I’ll give you my business card. Form 1 is required to be turned in to the Supervisor of Elections. We recommend that you do that. Finally, the most important is the Guide to the Sunshine Amendment and Code of Ethics. As a Board Member, you are not permitted to discuss with other Board Members, things that might reasonably come before a vote of this Board outside of a publicly advertised meeting. That includes emails, phone calls, texts, any form of communication including social media. Be careful what you post on social media. Also, you are not required to keep any records. As District Manager, I retain them. That way, if there is a public records request, your personal files aren’t intermingled. So, if you set up an email, it’s just for the CDD. If you have any questions, please let me know. The only

other thing is that if there is an item that would come up that you think you have a conflict, there is a specific form that you need to fill out if you abstain on a vote. You are officially on the Board now. Welcome to the Board. Alright, we have a sworn in Board Member.
Mr. Dale: Awesome.

Consideration of Resolution 2024-01 Electing Assistant Secretary
Mr. Showe: We prepared Resolution 2024-01, which would appoint Mr. Macheras as an Assistant Secretary. You can appoint somebody as Vice Chair as well.
Ms. DeVries: I'm Vice Chair.
Mr. Showe: Oh, that's right. The only switch that we need to make is we need to make is for the Board to approve a resolution to appoint Mr. Macheras as Assistant Secretary, which would be Resolution 2024-01.

Ms. DeVries MOVED to elect Mr. Bill Macheras as Assistant Secretary as evidenced by Resolution 2024-01 and Mr. Rysztogi seconded the motion.

Mr. Dale. Is there any discussion? Hearing none,
Mr. Showe: This is just for purposes if there's a signature is needed, just like all the other Board Members who aren't Chair or Vice Chair.
Mr. Dale: Got it.

On VOICE VOTE with all in favor electing Mr. Bill Macheras as Assistant Secretary as evidenced by Resolution 2024-01 was approved.

General Manager’s Report (Con’t)
Mr. Dale: Alright, thank you. We're going to go back to our agenda. We're still under the General Manager’s Report. I have got three issues that basically all revolve around one issue, which is the driving range and people stealing our balls and our buckets. I've seen people coming onto the back end of the range. I've heard people talk about people coming on the back end of the range, not just in regard to retrieving their ball, but I believe they were scooping up range balls, which obviously would be an insurance liability issue. So, I think it all kind of revolves around

one central issue, which is balls and buckets should not leave the range. I see people taking off with their buckets. From what I'm able to gather from talking to people, I think we have a whole lot less range balls than what we had a year ago when we redid everything or roughly a year ago.
Mr. Moller: I need to order new range balls.
Ms. DeVries: We would like to know what that is costing us? Mr. Dale: This is costing the District money.
Mr. Colasinski: On Sunday, when I went to get range balls, I put my token on there and got no range balls. The root cause was because the machine was empty, but when they filled up the machine, it was only about 40% full. We used to have a completely full machine.
Mr. Dale: Wow.
Mr. Colasinski: That is a lot of range balls missing. We've got to get to the root cause on this. We have to have some elements of enforcement, if it means just putting signs on the range that say, “Balls and Baskets Do Not Leave This Range.”
Mr. Dale: Well, I do think Mr. Dave Bedwell was right, back when we had this problem with coolers. I agreed with him at the time that 80% of the people are honest, and they will do the right thing when they're asked not to do it. They will abide by the honor system. So therefore, I think a problem that would resolve 80% of this is signs immediately by the ball machine and out on the range. Let's say baskets and balls are property of the Viera East and do not leave the range.
Ms. DeVries: Are the balls marked?
Mr. Dale: They're yellow and have a black stripe on them. Ms. DeVries: Okay, so they are marked.
Mr. Moller: They are not good golf balls.
Mr. Machares: I just have two things. Are you seeing it just during the day? Mr. Dale: Oh, yeah. People are getting in their car with a bucket of balls.
Ms. Webb: I saw a guy that walked out with all of the balls in a big bucket. Ms. DeVries: Wow.
Ms. Webb: And I'm like, “Where are you going?” He's like, “Oh, I'm swinging horribly.”
Mr. Dale: Well and the other thing that happens is residents that live at that end of the neighborhood, have the back end, which is why this back driving range has been such an issue.

They will go, they will use a third of their bucket and go out and hit back towards the range. But people are taking the balls home.
Mr. Machares: My second part as far as the signage, should there be anything on there that says something simply as, “Could Result in a Loss of Privileges,” or is that too negative?
Mr. Colasinski: I don't think that's unreasonable.
Ms. DeVries: “May Result in Loss of Privileges.” That's nicer than I would be, because I consider this theft.
Mr. Colasinski: It is theft.
Ms. DeVries: I was going to say, “Can be prosecuted for theft.”
Mr. Colasinski: Well, it can be prosecuted and play privileges suspended.
Mr. Dale: Right. So, in the interest of keeping the meeting rolling along, what I would suggest we do on this, this was a big issue that had to be addressed. What I would suggest we do is, like we did with the other previous issues, Jim added this to his list. He's effectively heard the wishes of the Board, develop the game plan, signs at minimum, I would say, is a good first step.
Ms. DeVries: Bright colored signs. Mr. Colasinski: Across the range.
Mr. Dale: Across the range and at the bucket dispenser.
Ms. DeVries: Right. Also, we have video surveillance. Right? Mr. Colasinski: Not on the range.
Mr. Dale: They don't have to know that. Mr. Colasinski: Right.
Ms. DeVries: I thought there was one, going out to the parking lot.
Mr. Moller: Yeah. We have signs in the parking lot. We have signs on the egress to and from the golf course.
Ms. DeVries: So, if we see them on video...
Mr. Moller: If someone is carrying a bucket out and I know when and where, I can figure out who that is.
Ms. DeVries: Yeah, exactly.
Mr. Colasinski: I've seen people just go up and put the bucket on the cart. If the starter is there and the starter waves them, they go right on the course with a bucket in the back of their cart.

Ms. DeVries: The starters can say, “No, you can't take these range balls off of the range.
You can't take them out on your golf cart with you.”
Mr. Colasinski: I was stunned on how many balls we've lost in the last year. I just couldn't believe it.
Mr. Moller: I’m not making an excuse, but I know it's not just an us problem. This happens at but every golf course.
Mr. Colasinski: But we can at least take steps.
Ms. DeVries: We'll put the little collar, like, on the dogs on the ball thing and if it goes outside the radius, it will go off.
Mr. Dale: People are usually honorable. Ms. DeVries: Yeah.
Mr. Dale: Okay. So that's another issue we're adding to the list. We've identified the problem. Now we're going to come up with a solution off meeting.
Ms. DeVries: Okay.
Mr. Dale: The next one, I'm calling this again, the roots meeting. The reason I'm bringing this up is I've heard from multiple people that have been at the course. I'm just going to leave it at that. I've heard about service golfer this and service golfer that service, because of the change recently in management that we've had at the restaurant. What I want to do or at least hear from the Board, is a reaffirmation of the fact that the Hook and Eagle Tavern is a community tavern first and foremost, that services golfers. The two aren't exclusionary, because we've had both ends of the pendulum that I don't like. In the past, we've had everything golfer at that restaurant and then at some points, we've had it where we went the other way, where golfers were kind of excluded. I don't like that. That's where I'm at. I'm one vote. Where I want it, I want it right in the middle. I want the pendulum hanging between the two.
Mr. Colasinski: Everyone is welcome.
Mr. Dale: Where everyone is welcome and everyone is serviced. Mr. Colasinski: Yes.
Mr. Moller: We're a community restaurant that have 100 to 200 golfers passing our door every day. We're trying to capture that business.
Mr. Dale: We're trying to capture the golf business. Also, what I want to point out for the minutes purposes, is 90% plus of our CDD is not a golfer and they are utilizing that facility,

especially at prolific rates in the evening, especially on burger nights and wing nights and karaoke night and now we're doing the music on the patio and we have all sorts of things going on. So, there's a whole lot going on where the entire community is being serviced through that restaurant. I want to make sure for the minutes, for the new people, for everybody, that we are very clear with our guidance, that that restaurant is there to service everybody. Where that's going to come into play, also I've heard that we did some changing of the hours and everything and I'm generally good with everything that was discussed. What I would like to do though also and there's a reason for this. It had nothing to do with anybody in this room. It has to do with a discussion with the County Attorney and it gets into other issues. But the gist of it is what I would like this Board to take a vote on. I'm not quite sure how to phrase this, so I'm going to need some help from the master here, but on Friday and Saturday nights, I want the flexibility. Right now, I think we said 10:00 p.m. on Fridays and 9:00 p.m. on Saturdays is where it's at right now. However, we're getting into peak season. We are going to be getting glow golf going again. We are doing music on the patio. We've got a lot of things going on, on Saturdays, that I can see taking us beyond 9:00 p.m. and we've got Friday where we've gotten a lot of comments where people would like it to maybe be till 11:00 p.m.
Ms. Webb: Well, I can tell you that I'm having a harder time getting music on the patio. They either have to have it from 5:00 p.m. to 8:00 p.m. 6:00 p.m. to 10:00 p.m. They either have to be gone by 8:00 p.m. to do another gig somewhere else, because then they're out of money if they don't. I do have to have some of those. I'm trying to say with people that do this from 5:00
p.m. to 8:00 p.m. right now, but as we're getting busier, everybody was there till 9:00 p.m. last night. She just said, “That’s fine, I'll give you an extra half an hour. So, she's very gracious with that. But not everybody does that. Then I have a couple that I've tried to book and they're like, “It has to be those 4 hours.”
Mr. Dale: Right. So, where I'm going with this, is I would like a motion from the Board that at the discretion of the Restaurant Manager and the Marketer, based on events, we may have hours as late as 11:00 p.m. on Friday and Saturday nights. I'm not saying that we're going to do that all the time.
Mr. Colasinski: What about the noise ordinance problem?

Mr. Dale: The noise ordinance is not a problem and that's part of the reason why we're taking the vote on this. It doesn't apply to us. We received notification from the County Attorney that it doesn't apply to us.
Ms. Webb: The stuff that we're going to be doing, like we do karaoke on Friday night, we were packed in there. We're busy at 10:00 p.m. Jen was like, “What do we do? Can they go home and shut it down?” I'm like, “We can probably make a couple of extra hundred dollars.” I made the decision that we stay open an extra hour.
Ms. DeVries: You and Jen together.
Ms. Webb: Me and Jen together. Right. I said to the karaoke people, “If you guys want to stay, I'll pay the extra money on marketing” and he said, “Yes, let's do it.”
Mr. Colasinski: I was going to make a motion. Ms. DeVries: Oh, I'm not ready for a motion. Mr. Colasinski: You're not?
Ms. DeVries: No, I want to discuss it. So, I live relatively close to the restaurant and the Clubhouse and some nights I can hear the noise loud and clear. I can tell you what songs they are playing and I don't think I should be able to tell you what songs they are playing. I don't think it should be that loud. You're playing in a closed facility. I'm in a closed house. There's no window that I can open.
Mr. Dale: You are talking predominantly, last night… Ms. DeVries: I am not. In general, somewhat I can hear it. Mr. Dale: You heard it the other night.
Ms. DeVries: Oh, yeah, I've heard it other nights. I can hear it other nights. Ms. Webb: Last night the band was outside.
Ms. DeVries: Oh, that's why.
Ms. Webb: They were on the patio.
Mr. Dale: Beyond that, they didn't have any, for lack of being a musician, silencers on their music.
Ms. DeVries: Okay.
Mr. Dale: I had this discussion with them. I will freely admit you are correct, last night it was loud.
Ms. DeVries: It was loud. I actually texted Michelle.

Mr. Dale: However, with that being said, just because we would be open, does not mean that we're going to be playing loud rock music until 11:00 p.m. My point is, I don't believe music would ever go beyond 10:00 p.m.
Ms. Webb: No. Most of the contracts are either 6:00 p.m. to 10:00 p.m.
Mr. Dale: Right, but when it's 10:00 P.m., then you have people that want to linger around and talk for another half hour.
Ms. DeVries: That's fine.
Mr. Dale: Then the server has to clean up afterwards.
Ms. DeVries: I'm not worried about that. What I'm worried about is the noise level after 9:00 p.m. and 10:00 p.m.
Mr. Dale: Yes.
Ms. Webb: The music on a patio has been very loud, but I only get one person.
Ms. DeVries: Okay. I haven’t been here for one of those, so I don't know if I could hear

it.

Ms. Webb: You can’t really hear it.
Mr. Dale: You can't hear it from the parking lot. I could hear it from the parking lot last

night. It was loud.
Ms. DeVries: I could hear it inside my closed house last night and I could tell you what song was playing.
Mr. Dale: Oh, yeah, I heard them all.
Ms. Webb: I said, “You guys are actually too loud.” He said, “Oh, we can tone it down.” I said, “You definitely have to be because it was really too loud.”
Ms. DeVries: Yeah, it was. Okay. I just wanted to have that discussion because I think there's a difference between being open and being loud.
Ms. Webb: Right.
Ms. DeVries: I don't mind if we're open, but I do mind when we start to get past like 9:00 p.m., I do mind if it's loud or maybe 10:00 p.m. For me it's maybe 10:00 p.m., but some people might feel more like 9:00 p.m.
Ms. Webb: Right.
Mr. Colasinski: Well, I believe the noise ordinance goes to 10:00 p.m. Now, that is not something that is applicable to us, but those are the guidelines from the county.

Mr. Dale: Right. Jason, for the sake of everybody not taking my word for it, could you just share the noise ordinance?
Mr. Showe: It does not apply to, obviously, businesses like ours.
Mr. Dale: Actually, I can read it. It is from the County Attorney. It says, “The exception to the noise ordinance found in Chapter 46, Brevard County, Florida Code, would apply to the activities of the CDD.” In other words, we're exempt from the noise ordinance, is what he's saying. It goes on to say, “As long as they are located on CDD property and approved by the CDD Board,” which is why we are having this discussion.
Ms. Webb: We're not going to turn into a nightclub because the facility isn't meant for

that.

Ms. DeVries: Right.
Ms. Webb: I have had comments from patrons that said, “I wish you guys were open a

little longer because we're a tavern and we're the only tavern that closes at 8:00 p.m. or 9:00 p.m. I said, “Well, we are open until 10:00 p.m.” Then they said, “We just get started and then we have to leave” and I said, “Yeah, but we'll never be open past 11:00 p.m., anyways.” I have made that clear.
Mr. Dale: Again, I'm not advocating doing this every night unless we're busy, in which case, yeah, we'll take their money.
Ms. Webb: But I think that's some of the reason why we don't get people to come regularly.
Mr. Colasinski: So, what are you asking now? I'm confused. What are you asking?
Mr. Dale: Leave it at the discretion of the Restaurant Manager and the Marketing Manager. So, in other words, if they're putting on an event that is for Glow Golf or for music on the patio and it is in between meetings, they don't have the option to come back to the Board and say, “Can we schedule this event?”
Mr. Colasinski: So, are you looking for a timeframe?
Mr. Dale: Yes, up to 11:00 p.m. For what? For operating hours of the Hook and Eagle Tavern.
Ms. DeVries: Right. I want music to be up to 9:00 p.m. outside and 10:00 p.m. inside or something like that.
Mr. Colasinski: Okay.

Mr. Dale: Music up to 10:00 p.m.
Mr. Colasinski: Alright. So operating means? Ms. DeVries: Serving drinks.
Mr. Colasinski: Okay. So, from 11:00 p.m. to 12:00 a.m. is when people will still be there, but they're cleaning up.
Mr. Dale: Employees only would be there.
Mr. Colasinski: Right. They're no longer serving after 11:00 p.m.
Mr. Dale: Right. Obviously if Jamie and Jen can't service it, then they're going to tell us and we won’t do that.
Mr. Colasinski: I think I have an idea here. Do you want to propose a motion? Ms. DeVries: No. I want to talk about one more thing.
Mr. Colasinski: Alright.
Ms. DeVries: I want to talk about staffing, because when we're talking about extending our hours at night, did I hear something about us making them earlier in the morning, too? How much staff do we have?
Mr. Dale: This is why it's so important for Jamie and Jen to be involved, because if we can't staff it, then obviously we're not going to do it. We're not just going to arbitrarily set things up.
Ms. DeVries: Right.
Mr. Dale: But this is why we need the managers on the ground to have the flexibility to make that call.
Ms. DeVries: Okay. I'm fine with that as long as we're utilizing our staff at the hours when we make the most money.
Mr. Dale: Yes.
Ms. DeVries: When we have peaks. So, I don't want to overburden our staff. I don't want to exhaust it. Sometimes it gets to the point where it just seems like I feel like we're a little short staffed and if we're extending hours at the beginning and we're extending hours at the end, we're stretching them even thinner.
Mr. Dale: Yes.
Mr. Colasinski: And if we're opening the bar outside too.

Ms. DeVries: Right and if we're opening the bar outside, we're stretching them even thinner. So, I mean, we have to pick our battles. I would pick the late-night hours, like lunch through late night, but I have to look at the data to see.
Ms. Webb: That and know that when choices have come up, I have also jumped in to help, because I'm not going to expect them to. If we have to have one go, then I do, but I'm not going to look at doing it all the time. I don't want to do it all the time. I just don't want to be yelled at.
Ms. DeVries: Right and I think you want the flexibility to keep it open to 11:00 p.m. Mr. Dale: Flexibility is what we're talking about.
Ms. Webb: The flexibility, but I also want to make sure that, like I said, the music isn't loud late at night and that we're not overstretching the staff.
Mr. Dale: I wholeheartedly agree. Mr. Colasinski: Okay.
Mr. Dale: Bill? Michelle, could you hold on? Ms. Webb: Okay.
Mr. Macheras: I'm pretty sure I understand what you're asking. I know a lot of places, especially on Friday nights when there are football games, there's not a lot of places that stay open late and they don't advertise that they're open to 11:00 p.m. If you all get there and the football team comes in, they're going to stay late. So, you are not so much proposing that we're going to change the hours to 11:00 p.m. You're going to let the young ladies and gentlemen know, “Hey, we're going to end the band at 10:00 p.m., but if we're still rocking and rolling, we're going to do a little soft closing.”
Ms. Webb: Yes.
Mr. Macheras: Maybe at 10:30 p.m., we can flick the lights and start cleaning up so people get the message. you're looking more like that like a softer closing.
Ms. DeVries: Yes. You got it.
Mr. Dale: Yes. The only exception I would add to that would be on Saturday nights if we have a music on the patio night scheduled or now that we're heading into peak season, we're going to be doing the night golf, the glow golf.

Mr. Colasinski: I can summarize this in that we maintain an operational window from 9:00 a.m. to 11:00 p.m., we have guidelines for music and that outdoor music ends by 9:00 p.m. and indoor music ends by 10:00 p.m.
Ms. DeVries: I look it as official operating hours.
Mr. Dale: Operating guideline. I love everything that you just said. The only thing I will add to that is if we have music on the patio and it's like Lacey, she is not loud and she were to keep going till 10:00 p.m., I would be okay with that.
Ms. DeVries: I guess I haven't experienced it. Mr. Dale: Yeah, it is not anywhere near that loud.
Ms. Webb: I had no idea there was a band last night. I knew that there was a 75th birthday party, but I had no idea that they were bringing a band.
Mr. Dale: Yeah, the band caught all of us by surprise. Ms. DeVries: Okay.
Ms. Webb: They booked the party through Jen in the house. I don't even know if Jen knew they were bringing a band.
Mr. Dale: We had a long discussion.
Mr. Colasinski: Time constrain the discussion because we’re kind of going around and around.
Mr. Dale: I agree.
Mr. Colasinski: Alright.
Mr. Dale: I like the way you phrased that, Steve.
Mr. Colasinski: I will propose a motion that we have an operational window for the restaurant from 9:00 a.m. until 11:00 p.m., with the additional constraints of outdoor music ending at 9:00 p.m. and indoor music ending at 10:00 p.m.
Mr. Dale: Do you want to go to 10:00 p.m. with the outdoor?
Ms. DeVries: No. You know what? It gets into a hairy mess. I don’t know. If we're going to say that we're only bringing in soft music, then I guess. I think the music outside should end at 9:00 p.m. for our community’s sake.
Mr. Dale: I could live with it. Bill?
Mr. Macheras: Was this thing that happened an anomaly? Mr. Dale: It was an anomaly.

Ms. DeVries: It was an anomaly, although I can hear karaoke night loud and clear too.
Mr. Showe: I guess my question is, do we want to change the hours? The motion I was looking at was delegating authority to the Restaurant Manager and Amenity Manager to extend hours to 11:00 p.m. at Hook and Eagle, with music ending outside by 9:00 p.m. and inside by 10:00 p.m.
Ms. DeVries: I like that.
Mr. Dale: Well, it's not going to happen all the time. That’s the thing. Ms. DeVries: I like that.
Mr. Showe: But it gives them the authority to extend it. Mr. Dale: Okay.
Mr. Dale: One more time for clarity.
Mr. Showe: The motion I was looking at, was delegating authority to the Restaurant Manager and Amenity/Lifestyle Manager to extend hours at Hook and Eagle to 11:00 p.m., music to end outside by 9:00 p.m. and inside by 10:00 p.m.
Mr. Colasinski: Jim, any thoughts?
Mr. Moller: I'm okay with that, to be honest with you. Mr. Colasinski: Okay.
Mr. Moller: Like she said, I don't know how many outside bands we're going to have playing past 9:00 p.m. anyway.
Mr. Colasinski: Okay.
Mr. Dale: Why are we ending inside at 10:00 p.m.? Because you can't hear that.
Ms. DeVries: I can hear it loud and clear on karaoke night. I hear all of the booming.
Mr. Macheras: I think one reason would be something that you said earlier, the purpose would be if we ended at 10:00 p.m.
Mr. Dale: That gives you the chance to mangle. Ms. DeVries: To close down and all of that.
Mr. Showe: The point of that motion was, again, not permanently extending the hours, but giving the authority to be flexible when it's needed.
Mr. Dale: Okay. Alright. I can live with all of that.

On MOTION by Mr. Colasinski seconded by Ms. DeVries: with all in favor delegating authority to the Restaurant Manager and Amenity/Lifestyle Manager to extend the Hook and Eagle Restaurant hours to 11:00 p.m., with the music ending outside by 9:00 p.m. and the inside music ending at 10:00 p.m. was approved.

Mr. Colasinski: Jim, I think that light schedule out there, if we can extend it to like 12:30 a.m., because if we are still serving until 11:00 p.m., cleanup is who knows how long and I just like to keep them on a little longer. I just want to have lights for people who are leaving.
Mr. Dale: Alright, one final issue, golf course related. We've got our tournament on November 4 and I started doing some of it. Can you give me I don't need an exact number, but I'm hearing we've got roughly $3,200 that's supposed to go to the restaurant for a food budget, of which we probably wind up netting a third of that. So, roughly $1,000 there. Are you able to tell me what we're roughly going to take on the golf tonight?
Mr. Moller: No, but I can give it to you tomorrow. Mr. Dale: Is it more than $10,000?
Mr. Moller: It's more than we would normally make on an average day or even a good day in November.
Mr. Dale: Okay. That's where I'm going.
Mr. Moller: Yes. It will be a profitable day, because it's 144 players.
Mr. Dale: The number that was thrown at me was something like $3,000 or $4,000. We're making $4,400 right now.
Mr. Dale: Yeah. Okay. Because on a peak Saturday, we bring in over $10,000. Mr. Moller: In season. Not in November.
Mr. Dale: Yes. Well, even during the summer, towards the beginning of the summer… Mr. Colasinski: You get about maybe half that number.
Mr. Moller: $10,000 is more like January/February. Mr. Dale: But you know where I'm going.
Mr. Moller: I know where you're going.
Mr. Dale: Where I’m going with this, again, I'm calling this the roots meeting. The overarching communication that I want to make and this is one of the areas that I agreed with Tim, every time he mentioned it, he said, “If it's not making us a lot more money than what we would have normally made on a Saturday, why do we want the tournament?” I know we had a

couple go getters there where they were like, “Let's get tournament, tournament, tournament and everything.” I just want to make sure that profit is the number one consideration when we're doing the tournaments and I'm just going to leave it at that.
Mr. Colasinski: Well, the nature of our facility is a public golf course. Private golf courses can do all the tournaments they want as a public facility. As a public facility, we have taxpayers that live within the District that should have the opportunity to play golf on the weekends. So, I don't want us to get a reputation that we cannot have tee times available for the residents of the District on the weekends. We have tournaments occasionally. Great, good idea, but if it's consistently, it gets very frustrating to the people who live within the District. I'm dealing right now as a member at another course where it's a semi private, but its tournament after tournament after tournament and when do we get to play? So, I don't want us to have that reputation since our intention for a public facility is provided for the residents. There's a blend in there somewhere. But I don't want us getting a reputation for having nothing but tournaments on weekends.
Mr. Macheras: Jim, is this tournament, like most, where it's going to end at a certain time and then the public can still golf after?
Mr. Moller: Yes. There will be afternoon tee times. Mr. Colasinski: Oh okay.
Mr. Dale: That's all I got on the golf side. That's it. We got through my list. I'm not going to have anything for Supervisor’s requests. Next is the District Manager’s Report.

District Manager’s Report
Discussion of Remaining Bond Projects
Mr. Showe: There were some changes to the remaining bond funds, from what was in your agenda. I mocked it up and I put it up on the screen here. The one in your agenda package was ending in August, so we've updated it through September. Right now, we have about
$251,000 left, with the requisition for the paving, which is on tonight’s agenda, is $140,000. We've processed the payment for $2,500 for the restaurant cooler and the A/C in a not-to-exceed of $45,000. Of the $7,000 that we approved for the restaurant, that's about $4,500 and then there's about another $58,000 for Woodside Park upgrades. So, that's kind of the whole of what we have left in those bond funds. I will point out that obviously once we did that paving project, that was essentially the $6.2 million that was authorized for projects.

Mr. Colasinski: Right.
Mr. Showe: So, the other $110,000 that we have available here, is basically the interest that you've accumulated on those bonds.
Mr. Colasinski: Okay.
Mr. Showe: So that's kind of extra money. That's what we're looking at now. I'll send this out to the Board and we can obviously have a future discussion as we go through on those that are left, but that's what we're looking at right now.
Mr. Dale: So that's the adjustments that you're recommending?
Mr. Showe: Correct. There were one or two still in process from the money we had last month. Now with the audit, they are fully audited to account for it. So, that's what we got.
Mr. Dale: What was the net decrease, again?
Mr. Showe: It was about $60,000, which included the lakes. I took the lakes out for now since we did have funding allocated, but obviously this funding here you haven't approved at all.
Mr. Colasinski: Well, if we need to, I think it's dependent upon the contingency of repairs for the lake.
Mr. Showe: Absolutely. That one's fully flexible for the Board. Mr. Colasinski: Absolutely.
Mr. Showe: I just wanted to provide that to you quickly. I'll send that out to the Board in a spreadsheet or something that you can have tomorrow. I literally got it on the way over here, so as I was eating dinner, I kind of mocked it up.
Mr. Colasinski: Just one other thing along these lines. Jim, can you make sure that everybody on the Board is aware of your plan maybe for next summer for bunkers for the golf course?
Mr. Moller: Yeah. I just want to get some quotes together to figure out how much it will cost us per square foot to just do greenside bunkers for next year. Currently we have over 60,000 greenside bunkers that have basically 30 years of neglect and worn-out plumbing. They can make them smaller and make them a lot more maintenance friendly. In a nutshell, it will cost us less maintenance to make the golfers happy and if they're shaped right, they should last us another 30 plus years.

Mr. Colasinski: Yeah, the Master Plan that was established in 2015 indicates from USGA data, that we should be replacing irrigation in the bunkers every ten years. I don't know that we've ever done that yet.
Mr. Moller: No, there is 30-year-old piping. I mean, there's probably like one or two, maybe half dozen that have been replaced over the years.
Mr. Colasinski: So, the thing is, there's a definite need for an upgrade in the bunkers. Mr. Moller: In my experience, I know before it was budgeted to have bunker lining. Mr. Colasinski: Right.
Mr. Moller: If the bunker is built right and you have adequate drainage, bunker lining is not needed.
Mr. Colasinski: So, the upgrades for this would actually come out of the capital reserves that we've been saving. If we do that, that will catch us up on Master Plan and everything on there is covered.
Mr. Moller: Right.
We're good for at least another seven to ten years before we have to come back and do the next set of items for capital improvements. So, I just wanted to introduce that, so Bill knew about it as well.
Mr. Macheras: When you say maintenance would be lower once you redo them, they will save money.
Mr. Moller: Correct.
Mr. Colasinski: And we might make some people happy.

Discussion of Marketing Director Credit Card
Mr. Showe: The only other item I have is, we've been asked by the Marketing Director for a credit card. It makes sense and we can do internally, but in order to do that, we just need a vote.
Ms. Webb: It’s getting expensive on my account. Ms. DeVries: Maybe a credit card with a limit.
Mr. Colasinski: Is there a recommended bank?
Mr. Showe: It would be with whoever you have your checking account with. Ms. DeVries: It would be the same kind of card that Jim has.

Mr. Showe: Correct. It would be a similar card. As long as she keeps all of receipts, there’s no abusing it.
Ms. DeVries: When I give my employees credit cards, I set a spending limit on them. Mr. Colasinski: We also need timely submittals of the bills for the card as well.
Mr. Moller: They go right to Inez. She goes through the statement. Ms. Webb: It makes my life easier.
Ms. DeVries: We understand.
Mr. Moller: She does a great job with keeping track.
Mr. Colasinski: I will make the motion as Treasurer to approve the issuance of a credit card for our Marketing Department to facilitate events and activities.
Mr. Dale: Is there a limit?
Mr. Showe: The limit would be the same as Jim's.
Mr. Moller: I think mine's $10,000. The food and beverage is $5,000. Mr. Showe: It would be something along those lines.
Ms. DeVries: I would say there's a $5,000 limit on it. Something like that. Mr. Showe: We’ll keep it at that for now and we can expand it if we have to. Mr. Dale: Is $5,000 going to be sufficient, because especially with events?
Mr. Macheras: You can limit it to $10,000 and anything over five, we have to approve.
Mr. Dale: During the course of a month is the problem. When you have a big event, it accumulates. What's starting to happen is especially if there's a rollover on the billing period, then she starts eating interest charges that she's been paying out of pocket.
Ms. Webb: I ate $1,700 last year.
Mr. Dale: I would think $10,000 would be enough.
Ms. Webb: That should be fine, because a lot of them, like Space Coast magazine, bills me. I send it to Inez last night, that’s crazy.
Mr. Dale: Right.
Ms. Webb: The Viera Voice is the same thing. She bills me and I send it directly. As soon as it comes, I send it right to them. Inez is great with that. But like the Facebook ads, the more I roll them, they're getting to be high. I think my last one was $800 and we are getting close to $1,000. That takes some time to get back.
Ms. DeVries: Yeah. We don't want you in that situation.

Mr. Colasinski MOVED to approve a credit card for the Lifestyle Manager with a limit of $10,000 and Ms. DeVries: seconded the motion.

Mr. Dale. Is there any discussion? Hearing none,

On VOICE VOTE with all in favor approving a credit card for the Lifestyle Manager with a limit of $10,000 was approved.

Mr. Moller: Just make sure that invoices are submitted at least weekly. Ms. Webb: I will. A lot of them were sent to you.
Mr. Moller: Just so she has them in time so we can get the check cut.
Ms. Webb: I know. I told Inez that won't do them the Hook and Eagle any longer because of what happened to them.

New Business: Discussion of Promotional Golf Rounds (Item 5B)
Ms. DeVries: Are we on the Lifestyle/Marketing Report.
Mr. Showe: Yeah. We do need to go back to the promotional rounds for the different groups that Jim was talking about earlier.
Ms. DeVries: Yes, we do.
Mr. Moller: I gave him a quick synopsis. I was waiting for you. Just basically, I ran into a situation with the Titusville Golf Club asking for rounds. I had to turn them down. It turns out that we were the only golf course in Brevard County not represented.
Ms. Webb: Yeah, and that's what I asked, because I have been asked for a couple of

things.

Mr. Colasinski: I'm not going to be shamed into giving comp rounds.
Ms. Webb: I said no, because I know you guys have the two organization limits, but

some of the things that I get ask for would promote people to come to our course from those things. I get it where we don't want to give everybody free rounds, but I'm pretty good in this area of marketing and advertising. What I know is that it may bring in a better response by giving them four tickets versus saying no to them and then they go get them from Duran.

Mr. Dale: So, your point is that you feel if there is a marketing benefit derived from giving a couple or four or whatever tickets, you don't want to just give it to a nonprofit because XYZ Church is nice and they are doing something. It's sort of like running an ad. If you feel there's a derived benefit and it would come out of the marketing budget. Is that what you're proposing?
Ms. Webb: Yes.
Mr. Dale: Alright. And that's where I'm going to leave it for the Board to decide. You guys asked. I just wanted that clarified.
Ms. DeVries: Give me an example of a situation where you want to give out a comp
round?
Ms. Webb: So, Harris has a big event that they do and they like to have baskets. Right?
What brings up a lot of money to the course, is Harris Corporation. They come, they golf and they use the Hook and Eagle. They also use pro shop, I believe.
Mr. Colasinski: You can't assume everyone at Harris plays golf.
Ms. Webb: Not everybody, but they have a big facility off of Palm Bay Road. They are asking if you guys would donate two or four tickets. I like to say, “No,” because we only have a couple that we promote, but we're starting to get a lot of their employees and I'm going to sell them the corporate passes. Right? So, I want them to help us.
Ms. DeVries: You want to sell them corporate passes so you give a little. Ms. Webb: Right.
Ms. DeVries: Okay.
Ms. Webb: Their Christmas thing is coming up again. They may or may not, but I know they got it from Duran last year. So, we got to kind of give and take when it's offering people to come or if we're going to go another way.
Mr. Dale: Are we going to bill at market rate to the marketing budget to recomp the passes?
Ms. Webb: I think that's where we can decide whether it would be a CDD rate. Mr. Moller: Yeah.
Mr. Dale: Or whatever the rate is.
Mr. Colasinski: But what season, though?
Ms. Webb: Those would be opened up, because they can use the tickets at any time.

Mr. Colasinski: Right. So, I would say that the CDD rate should probably be higher. Mr. Colasinski: That's more likely where they will use it.
Ms. DeVries: Right. I would suggest setting a limit, like four passes per entity per year or something and only when we really feel that there would be a benefit to it.
Ms. Webb: Oh yeah. That’s the only reason I would. Ms. DeVries: Alright.
Ms. Webb: Because when we were talking, he's like, “Yeah, all of these college kids are all over the place.”
Mr. Moller: High school.
Ms. Webb: High school. I’m sorry. When you start bringing them, the younger they are, the longer they stay. So, we've kind of seen that as well start to happen. We've getting all these old kids that are coming in all the time.
Mr. Macheras: My son-in-law actually started a nonprofit. He does a golf tournament up in North Carolina. The golf packages are like the hottest things that go first as far as when you do a silent auction. One thing that I've noticed when I go to these tournaments is sometimes, because just like Steve said, earlier, “What am I going to get out of it?”
Ms. Webb: Right.
Mr. Macheras: A lot of times they will have four free passes and then your next trip, you get $5 off at Hook and Eagle or something that entitles them to come back. I've seen a lot of places do something like that. You play for free. You have 30 days to get $5 off their first beer or whatever if they play a full round. So, there's a lot of ways you can get them to come back and make money off of it.
Mr. Dale: If we do implement this, my suggestion would be to give you plausible deniability because you're still going to get hit from every nonprofit and religious entity and everything. What I would say is we still keep our rule in place for giveaways; however, if it's something that you feel may have a marketing benefit, the official policy is still for giveaways what it was, but for something that you think might have a marketing benefit, the two of you can decide and then take it out of the marketing budget. That still gives you plausible deniability to say, “I'm sorry, we can't. The Board's position is this on giveaways?”
Ms. DeVries: Yeah. I like that. Jim would weigh in on whether we give away these.

Ms. Webb: Right. Jim has to call me too because I have a certain part of my marketing that I have to shift money to.
Mr. Dale: Yeah, because there’s a budget.
Mr. Rysztogi: Yeah, it comes out of your budget. There is a budget cost and how you move your dollar around.
Mr. Dale: Alright. I think we've had a lot of discussion on it and I think it's time to decide to vote or not.

Ms. DeVries MOVED to allow the Lifestyle Manager to use four passes per entity per year when there is a marketing benefit with Mr. Jim Moller’s approval and Mr. Macheras seconded the motion.

Mr. Dale: Otherwise, our official policy is still as it was. Is there any further discussion?
Mr. Colasinski: Yeah. I'd like to understand, first of all, the whole thing with comp rounds had to do with employees.
Ms. DeVries: Employees and pros.
Mr. Colasinski: It had to do with more than employees. It had to do with many things. It was a cultural thing that had to change. I'm trying to see whether or not we have the historical data that says we've been able to make that cultural change. Alright and I'm looking on our CDD website and I can't get to the old data. What I want to look at how many comp rounds we had for Fiscal Year 2021. I can't seem to find that information. Jason. Can you find how many comp rounds we had that year?
Mr. Showe: I’ll see what we have.
Ms. DeVries: While he's looking for that, Michelle, I do have another question for you.
Mr. Colasinski: I want to stay on one topic. I want to get the data first. We're drifting all over it and I never get my questions answered.
Ms. DeVries: Okay, well, but speaking of data, I want to know how do we know if these are generating sales?
Ms. Webb: Well, my thought process would be that we come up with a coupon style book ticket like that, that we put into the pro shop, so that when we give them away, whenever they renew, it will show that. We gather their data, their information, name, address, and we can start.

Ms. DeVries: And then we know if they come again. Ms. Webb: Yes.
Ms. DeVries: Okay.
Mr. Showe: I got it, Steve. The September 30, 2021 financials had 2020 comp rounds.
Mr. Colasinski: Alright. The reason I'm saying it, is because I don't want to just do things because it's a good idea all the time. I also like to have some data behind it. Now, in the past year, we had 966 comp rounds. So, I think our goal has been accomplished with regards to cultural change in comp rounds. So, based on your motion, I think I'm done with my discussion. I have the data I need now that says we've made that cultural change.
Ms. DeVries: And we want to monitor the data on this.
Mr. Colasinski: We have that every month in a report from Jim. Ms. DeVries: Okay.
Mr. Colasinski: So, I'm good with it, since we have the data that proves that we've made the cultural change.
Mr. Dale: That was a good point and I appreciate that. Mr. Colasinski: Well, it's necessary to make decisions.
Ms. Webb: I don't do anything without finding data to back up what I’m doing. Ms. DeVries: I know. I just wanted to know how we were going to measure it. Ms. Webb: Yeah.
Mr. Colasinski: Okay. I think we can go back to the vote.

On VOICE VOTE with all in favor allowing the Lifestyle Manager to use four passes per entity per year when there is a marketing benefit with Mr. Jim Moller’s approval was approved.

Mr. Dale: Jason, do you have anything else?
Mr. Showe: Well, we have the Lifestyle/Marketing Report. I was going to do the presentation under financials.

late.

Lifestyle/Marketing Report
Mr. Dale: Michelle, do you have anything further? If not, we're obviously running a little

Ms. Webb: I'm good unless anybody has any questions.
Mr. Dale: Real quick, how many attendees did you have at the last Farmer’s Market?
Ms. Webb: We just had 32. Actually, it was really busy. Jason, the PayPal account is getting up there.
Mr. Showe: Okay. Just let me know. Mr. Dale: Okay. Thank you.

Restaurant Report
Mr. Dale: Do we have anything on the restaurant?
Mr. Moller: I kind of touched on it in my General Manager Report, as far as the stove, the outside covering and the inside beer fridge. I know we talked about the hours.
Mr. Dale: Right. I'm just going to add. I'm sure all of you saw the numbers, but I was hopeful there in the last month that we would finish in the black and we wound up finishing just very slightly in the red with the restaurant. That's the official number, but as I mentioned at previous meetings, I do want to emphasize again that we are doing triple the revenue that we were doing a couple of years ago. We are servicing a lot of people on affordable hamburger night and a lot of people on affordable wing night. So, I view that as an amenity that we are bringing to the residents as well as karaoke. The last thing that I will leave you with as part of that, we started the year off very much in the hole, because we were operating off a hibachi or a Blackstone for the first two months of the year and the restaurant was in shambles. So, were we not to have started off $35,000 in the hole, those first two months, we would have very much finished in the black.
Mr. Macheras: So much business is down. We just had some expenses that we got behind the eight ball that won't recur every year.
Mr. Dale: Exactly. Actually, had we had the bond funds, the way that we had originally discussed, is there was loss of revenue as part of the bond and that very much should have kicked in for both the pro shop and the restaurant. If that had happened, then we'd very much be in the black.
Mr. Rysztogi: I thought by now the restaurant menu would have been updated, because we were discussing making some changes with that and I thought that would increase.
Mr. Dale: Michelle, would you like to address that?

Ms. Webb: Well, I asked Jamie last night for the second part of the menu. He gave me the first part. I just have to plug it in. Jamie sent me the first part, which was already set up. I told him I need second. He said he has it, but he just hasn’t had a chance to put it up. I told him that I need it by the end of this week, because I still have to send the menus to the print shop to get them printed.
Mr. Dale: So, she's going to have to spend time developing it. She will get it within a week. It's probably going to take her four or five days to develop it and then you got to send it to the print shop.
Ms. Webb: But Jen needs to enter it in the system.
Mr. Dale: It's probably going to be three weeks before we have them.
Mr. Rysztogi: It is time consuming to prepare them, which is my concern, because I don't want people waiting for their meal.
Ms. Webb: Okay.
Mr. Showe: As long as the menu displays easy to prepare dishes…
Ms. Webb: Yeah. I mean, I got the core stuff ready. He still has a second part and deserts that he had to give me.
Mr. Dale: If you can't put stuff together, you don't know what the stuff goes for.
Mr. Colasinski: So, the thing is, when we have higher revenues like this, we also have the corresponding following higher expenses. Last month, we lost one $1,800 in the restaurant. It is a community service, but we always have to keep an eye on expenses because otherwise it can go in a very negative direction quickly. So, I think we just need to maintain a monthly review. Everyone on the Board take a look in the financials to see are we making money, losing money, if we're breaking even, I'm good. Okay. I'm good with that, but if we have a continuous trend of losing money, then we may have to take some root cause and understand what's going on. The other thing is, you're getting ready to go over a financial review over a period of five years. I want to also indicate and congratulate the people who worked in golf operations and in the pro shop in the last year for doing a great job of being fiscally responsible. The challenges that were there with regard to inflation, were huge and numerous, especially in the operations area. So, Wes and you and that team did very, very well in constraining expenses for the golf course, in areas they have very little control with. Finding alternative solutions, I think should be applauded and also the efforts in the pro shop, we dealt with a lot of ambiguity. We came out of a

remodeling last year that was happening in August and September. Granted, we kind of got back in there in October, but that was a big impact. So, kudos to the team in golf operations and the pro shop for coming out well ahead of the game this year in that regard. So, that needs to be highlighted in our meeting minutes before we get into this, regarding the effort that happened there in the last year.
Mr. Dale: Alright, Mary Ann, what we're about to go through is really interesting. I know you got to go, but it will be all over social media.
Ms. DeVries: Thanks for coming.
Resident (Mary Ann Ferraro, Fawn Ridge): This meeting went on and on and on. Its 10:00 p.m. I waited and waited.
Mr. Dale: We'll have it on social media. Mr. Showe: It will be on the website.
Resident (Mary Ann Ferraro, Fawn Ridge): Goodnight. I’m going to hold you to two
weeks.
Mr. Dale: Thank you, dear.

EIGHTH ORDER OF BUSINESS	Treasurer’s Report – Consideration of
Financial Statements
Mr. Showe: I have a couple of notes on the financials that we presented. Although they are through September 30th, they haven't been audited and there may be some other invoices coming in. So, there may be some minor adjustments to the final numbers, but we did want to take a look at kind of the last five- or six-years’ worth of data. We start off with how we normally start off the presentations, just kind of showing the actual scope and size of the District. It is one of the larger CDDs in the state. It's definitely the largest one that I manage. So, you do have a lot of ground to cover. As part of that, we wanted to lay out what kind of the District looks like. You have got 31 subdivisions, over 4200 residential units, as well as 205 acres of commercial properties. We employ 60 full-time staff members. A lot of folks just see Viera as a golf course, but we wanted to highlight some of the things that are not really associated with the golf course that residents get benefits from. So, obviously the District conducts fire line maintenance. We own over 1,000 acres of wetlands and conservation area. We do maintain a scrub jay habitat. There are 84 CDD retention ponds, so there's a lot of space. There are also 5 miles worth of sidewalks and bike paths, Woodside park, which has a natural playground and a

dog park, various infrastructure as well as trails. Then as part of the golf assets of the District, we've got the CDD owned and maintained restaurant, as well as the championship golf course and practice range. We've listed our website there for everyone. We want to just take kind of a look at all the numbers. Again, we're not going to go into a lot of detail on any of these, but just kind of look at some of the trends. So, this is just golf course profit from 2018 through 2023. You'll see that from 2018 to 2020, there was a total profit of $23,945. That is cumulative of those three years. Then from 2021 to 2023, it's been $1.1 million. So, that's quite a difference in profit over those sections. One item that comes up, a lot of questions that we get is, is the bond the reason why the golf course has been profitable over those years? So, we put together this chart that just shows obviously revenues on the left and expenses on the right. I think what you'll see in general, is that the expenses are level from 2018 even through 2021. They're not a great variation. In 2022 and 2023, you'll see the expenses start to go up, which again is a result of the inflation that I think we've all seen. But what you'll see the big change in is on the revenue side. So, that's really where that gap in profit comes from. It's just the way that the Board has been able to use their schedule of fees to kind of manipulate and create more additional revenue opportunities.
Mr. Dale: Wow. I really love those last three years. So, what that is really demonstrative of, what it shows, but the revenues have not gone down any of those three years. In fact, they have increased each of the three, which is the main thing that we've been able to derive our income from. The way it's looking to me is that it's predominantly inflation that's been eroding at the profits over the past couple of years.
Ms. DeVries: That is how it looks.
Mr. Showe: Correct. Again, I think what this highlights, too, is that you haven't increased profitability by decreasing expenses. You haven't restricted the maintenance on the course or changed anything that you're doing kind of on the course and maintenance, which maintains those profits.
Mr. Colasinski: That's a huge round of applause to the people in operations and in the pro shop and holding those expenses down.
Mr. Showe: Absolutely.
Mr. Dale: Let me ask you, why was the bond funding not a primary reason for profit?

Mr. Showe: Yeah. The way I look at it, is exactly what I was saying, you haven't decreased expenses, which would be a call to profit. Obviously, there are only two drivers of profit. You either increase your revenues or you decrease expenses. That's kind of the only two ways you can do it.
Mr. Dale: I guess where I'm going with this, is where did the bond money go?
Mr. Showe: Oh, the bond money is in a separate fund and it's only for capital projects for long term and not operational expense. So, the bond funds aren't used to supplement operational expenses by law.
Mr. Dale: Yeah, because that's a big rumor that's going around the golf course and that's a very important point to address.
Mr. Macheras: So, let me ask you this. Mr. Showe: Sure.
Mr. Macheras: With that being a big point and I know you said this is going to be on the website, what could we put on the website that gives a brief description of just what you guys talked about, so if those questions come up? Do you know what I’m saying? Because a lot of people aren't like us that could look at this and see why. So, it might just be something to think about is we put a little blurb.
Mr. Dale: The way I'm hearing you, you have operational expenses and income. Mr. Showe: Right.
Mr. Dale: And you have capital expenses. The two are completely apples and oranges.
Ms. DeVries: In the corporate world, the way we would do that is that this would be a capital expense, but it would be accrued over the lifetime of the asset.
Mr. Showe: Correct.
Ms. DeVries: So, you wouldn't use bond money to buy anything that would have a lifespan of less than 10 or 20 years. In the corporate world, you would accrue those expenses, but in the government world, it's a separate bucket that says, “This bucket is for capital.”
Mr. Showe: Right. Then beyond that, obviously, I know one of the goals of this Board was to increase your capital reserves. So, this is not a cumulative total, but this is the total of what you have at the start of every fiscal year. What you see again is the dramatic increase in your capital reserves. I will note, this is combined General Fund and Golf Course Fund into your one Capital Reserve Fund. But I think what you see is kind of, again, an increase.

Mr. Colasinski: We also establish the emergency fund also. That's part of this. Mr. Showe: Correct.
Mr. Colasinski: Okay, very good. Thank you.
Mr. Showe: So, then finally, we want to look at what's happened to residents’ assessments out there. We'll note again, this slide is really just a residential home. Commercial is a little more difficult to calculate and it's done at various acreage rates. On a residential home out here, you see that the assessment increased from $679 per residential home. At the same time, there was actually more money going into capital reserve now than there was before. So, I think that's a benefit of the kind of structure that this Board has taken. But anyway, let's go to the summary. CDD assessments have been lowered. The golf course revenue and profits have been increased. The reserves have increased. Obviously, the Board expects to continue their future goals, which is to be as profitable as possible, provide a great value and a high-quality experience for CDD residents and guests, continue to build reserves and not issue any more bonds, which will place that burden on the residents for future years to pay off. So again, we'll take any questions from the Board on those.
Mr. Colasinski: No. It’s a good summary.
Mr. Dale: Well, I'm glad to get the FY 2023 number to see where we're at. So, that means a 4% bonus for the employees this year.
Mr. Showe: Yeah.
Mr. Dale: Jim, would you care to share the way you've explained the 10% rule of gross revenues with golf courses?
Mr. Moller: It was just a study in the National Golf Foundation when I was pulling a lot of the data, on what they deem, “A successful golf course is a golf course that makes a profit of 5% to 10% of its revenue.” That puts us into the $117,000 to $230,000 range. So, the fact that we're constantly netting over $300,000 for the last three years, I guess by definition makes us extremely successful.
Mr. Dale: We’re in the 15% plus range. Ms. DeVries: Right.
Mr. Dale: That really bumped us up.
Ms. DeVries: In grade that would be like in the A/B range, like top tier.

Mr. Dale: Actually, Jason, I didn't see that slide in there, but from 2014 to 2021, I think for a seven-year period, there was essentially no profit for the golf course.
Mr. Showe: Yeah, there were some years where, even in this selection here, there was a 2019 loss. There were various ups and downs prior to that.
Mr. Dale: Right.
Mr. Showe: But we kind of just want to keep the timeframe the same for all the charts so it's consistent.
Mr. Colasinski: I appreciate the efforts fiscally to continue to build the capital reserves, especially for the golf course, since that is an essential community function, not just for Viera East, but for Brevard County itself. Also, the capital reserves for the District for continuing to serve the residents of our District as well. So those are very positive indicators.
Mr. Showe: It shows long term commitment. So, it's not what's easy to do right. You know, it’s kind of building the District and setting it up.
Mr. Colasinski: We have other things that we need to do in the future for infrastructure for the District. I'm hoping we can spend more money on infrastructure maintenance as well, getting a better look ahead as to what might be on the horizon, so we can avoid special assessments which can happen. I know other CDDs where emergencies have happened and they had to do multi thousand dollars special assessments in a year. I'd like to avoid that by continuing to build our reserves.
Mr. Showe: In one example, I know once we get the kind of check off on the parking lot paving, I think that's the time to start looking at three years down the road, doing a ceiling on that as opposed to just letting it go. You can kind of stretch those dollars a little bit to get 20% to 30% more extension out of that life.
Mr. Dale: Jason, in my corporate park, we do that, like you said, every three to five years and the parking lot is in great shape now. We haven't had to replace anything and it was built roughly in 2020, probably about seven years before the golf course parking lot. But it was night and day, the shape of our corporate park versus the golf course lot. Had they been doing that all along, we wouldn't have had to spend $200,000.
Mr. Showe: Again, you still spend it at some point, but it makes it look more attractive. A lot of folks don't realize the benefits it actually has with the pavement.
Mr. Dale: Right.

Mr. Showe: It puts essential oils and stuff in the pavement that keep it right versus just letting it dry out.
Mr. Dale: Yes. Well, I very much appreciate you taking the time to put that together. That will be on the CDD website.
Mr. Showe: I'll send it to Michelle so she can put it out on social media.
Mr. Dale: I did like Bill's suggestion that maybe a little clause in there about operational. Mr. Showe: I can put something together.
Mr. Dale: Well, thank you very much. Mr. Showe: Absolutely.

Approval of Check Register
Mr. Dale: We are moving onto the Treasurer's Report, approval of the Check Register. Mr. Showe: We have Checks #4800 through #4838 for the General Fund as well as
Checks #31077 through #31145 for the Golf Course Fund.

Mr. Colasinski MOVED to approve the Check Register for September 21, 2023 through October 18, 2023 in the amount of
$331,147.26 and Mr. Rysztogi seconded the motion.

Mr. Dale. Is there any discussion? Hearing none,

On VOICE VOTE with all in favor the Check Register for September 21, 2023 through October 18, 2023 in the amount of
$331,147.26 was approved.

Balance Sheet and Income Statements
Mr. Showe: You have your Balance Sheet and Income Statement. We can take any questions on that.

Approval of Requisitions No. 168
Mr. Showe: Finally, we have Requisition 168, which was the final payment for the pavement.
Mr. Dale: Please tell me it's not another Macik invoice.

Mr. Showe: This is the final one. Again, we don't intend to pay him until the engineer gives the final approval, but we would like to have the check prepared.
Mr. Rysztogi: I did go out and look at the pavement yesterday. It had rained the day before. There were some puddles in the lot, but like I was saying, it's not a perfect world. There was no puddle larger than five-foot diameter. That was the largest one that I found and I thought it drained rather well.
Mr. Showe: Again, that will be something our engineer will look at. If there are issues like that, you have got a warranty. We have a performance bond.
Mr. Dale: For the purpose of the minutes, will you please share also what they found when they did all of the milling of the pavement, the disparity?
Mr. Moller: There was very inconsistent depth with the existing asphalt. They ran into some areas that were maybe an inch deep. Other areas were in excess of four. So, it was just a very inconsistent application.
Mr. Dale: In other words, it was a lousy parking lot, originally. Mr. Rysztogi: It looks twice as big.
Mr. Moller: Yeah. Well, that's what I was telling you yesterday. It's because there were no construction vehicles and dirt mounds.
Mr. Dale: Yes. It's nice and shiny and it perfectly complements all of the other new stuff.
Mr. Rysztogi: Yeah, when you drive up now and you pull in there, you can see how nice and black the parking lot is and crisp lines and great parking. You can see where the handicapped spots really are.
Mr. Dale: Alright.
Mr. Showe: We need a motion to approve that requisition.

On MOTION by Mr. Colasinski seconded by Mr. Rysztogi with all in favor Requisitions No. 168 was approved.

NINTH ORDER OF BUSINESS	Organizational Matters
Acceptance of Resignation of Peter Carnesale
Appointment of Individual to Fulfill the Board Vacancy with Term Ending November 2024
Administration of Oath of Office to Newly Appointed Supervisor
Consideration of Resolution 2024-01 Electing Assistant Secretary
This item was discussed.

TENTH ORDER OF BUSINESS	Supervisor’s Requests
Mr. Dale: We are on Supervisor’s Requests. I have none. Let's start with the new guy.
Mr. Macheras: Real quick. I don't know what is normal, but I have some notes. Do you share emails like follow up questions or input?
Mr. Dale: Off meeting, I'm going to ask Jason to give you the Sunshine talk.
Mr. Showe: The quick answer is, if you have questions that you need to follow up on for the meetings, you want to get with Jim or I and not other Board Members. We can fill you in on where we're at and pass on whatever information we have.
Mr. Dale: Where that becomes extra special, is when they send out emails, do not reply to

all.

Mr. Macheras: Okay.
Mr. Showe: You will see a reminder on the bottom of my emails that say that. Mr. Dale: You can’t have any communications between the Board Members.
Mr. Macheras: My second quick thing item is, Jennifer, I don't know your background,

but my first career was in retail. I never owned my own business, but as somebody smarter than me told me to treat it like I did so as far. I am happily retired, but with input, the handbook, training, I'm happy to sit with you. As far as being on the other side of the table, I'm happy to look at some of that stuff.
Ms. DeVries: Okay.
Mr. Macheras: The last thing is, and I understand that residents make comments, because we have the same thing at VECA, most of our meetings are like this, not too high energy. I felt a little bad for the gentleman that came and asked about his backyard. A lot of you all are vets. My son serves and I get it. We got a letter we're going to send him. I just hope that maybe with that letter, there's some type of explanation. I don't know. It tugged at me a little bit that he stood up for 15 seconds. We did nothing wrong. Then his wife had a question and then in two minutes,

they were gone. Part of me says, we owe him a little bit more than just mailing him a letter. That's just coming from my heart, in seeing a veteran here. There's probably nothing that we're liable for. I don't know anything about it, but part of that, I felt bad. It's like my dad told me, there are the right things and then there's the right things to do. So again, without getting outside of what our responsibility is, hopefully something whatever that letter looks like, assists him in whatever he's trying to fix.
Mr. Showe: I'll draft it up. There was a memo that our engineer put together. Mr. Macheras: Okay.
Mr. Showe: I have it on my list to try to find them. When they came, they didn't fill out the request form to begin with and I didn't have any contact information. I looked for it.
Mr. Macheras: I felt bad.
Mr. Showe: They sent in an HOA request form that didn't have a phone number or an email address. So, now that I have it, I'll get a hold of them. I'll put a nice letter together and help them.
Mr. Dale: But I do just want to touch on, because that has been the previous policy of this Board and I do want to remain consistent.
Mr. Macheras: I get that.
Mr. Dale: Believe me, we get some people and they come up and say some nasty things in their three minutes. It is their constitutional right, as far as I am concerned. I will defend that till I die, that they get to say that. However, it is then the Board's option, during the course of the meeting. What was starting to happen at the beginning of our tenure, is it turned into a tit for tat and all that. It kind of has to be like a School Board meeting now, where you get the three minutes. Then if it's an issue that is important enough for a Board Member to address, then they will address it.
Mr. Colasinski: I would like to insist that we stay with that protocol as well.
Mr. Macheras: I agree with that too. I do also want to say thank you. I appreciate your kind words and your support. I'm excited to be a part of. this Board and I'm looking forward to following in that young man's footsteps and hopefully be an asset. I appreciate your vote of confidence.
Mr. Dale: Thanks, Bill. Ron?

Mr. Rysztogi: When I was at the golf course yesterday, I was told that the Board is putting in a miniature golf course.
Mr. Dale: Let the record reflect that there was a large amount of laughter right now. Mr. Rysztogi: I just wanted to let you know.
Mr. Dale: I thought we were past that. Jim, do you have those windmills yet for the putting green? Can we get those windmills up?
Mr. Colasinski: Are there AC or DC motors on those windmills? Mr. Moller: I forgot to do that.
Ms. DeVries: Someday, Ron, we'll give you the backstory.
Mr. Rysztogi: Everything looked great yesterday. Like I was discussing with Jim, I'm really impressed with how things have been working out. It looks so clean now. It's so nice. Everything I looked at, whether it was the facility itself, the building, the restaurant, I was really impressed. They were trying to put the range in yesterday.
Mr. Dale: Right.
Mr. Showe: That was a little disturbing mess there. Everything looked great. I was very

happy.

Mr. Dale: Awesome. Thank you. Steve?
Mr. Colasinski: For Veterans Day, we had a plan for giving veterans a discount in both

the restaurant and in the pro shop on rates. Can we get an advertisement out about that, because no one knows about it now.
Ms. Webb: I know.
Mr. Colasinski: I'm just saying that is a Supervisor Request. Ms. Webb: It's on my list of things to do this week.
Mr. Colasinski: Okay, but is the information squared away? Do you know what he's proposing?
Ms. Webb: 20% with a free hot dog. Mr. Colasinski: Okay.
Mr. Dale: 20% off of what? Mr. Moller: The golf rate.
Mr. Dale: What if you're a CDD member? Mr. Moller: Its 20% off.

Mr. Dale: Okay.
Mr. Colasinski: Thank you.
Mr. Moller: It's just cleaner if it's 20% off of anything. Mr. Dale: I got it. It does not apply to CDD members.
Ms. Webb: They would get a veteran rental when they check in. Mr. Colasinski: Just let them know what's in store for them.
Mr. Dale: Awesome.
Ms. Webb: I let Jamie know, too, that he has his hot dog account. Mr. Dale: Yeah, that's a good point.
Ms. Webb: They need to make sure that they are ready for hot dogs, because we gave out over 200.
Ms. DeVries: So, Bill, since you asked about my background, I worked in management in corporate America for about a little less than half of my career. I've started my own business and run my own business. My expertise, which I've been doing it for decades, is in training and development. I have a bachelor’s degree in business and a master’s degree in instructional and training technology. I have many certifications and years of experience.
Mr. Macheras: Excellent.
Ms. DeVries: So, I'm very familiar with all the online learning programs that are out

there.

Mr. Macheras: I appreciate that. Mr. Dale: I have nothing to add.
Mr. Showe: I do just want to point out that we actually have a meeting next week because

we moved them up for November. So, it’s just a reminder for everybody. We’ll see you again next week.
Mr. Dale: It's a workshop. Lovely. Alright, well, with that being said, we will entertain.
Motion to adjourn.

ELEVENTH ORDER OF BUSINESS	Adjournment

On MOTION by Mr. Rysztogi seconded by Mr. Macheras with all in favor the meeting was adjourned.

Secretary/Assistant Secretary	Chairman/Vice Chairman

MINUTES OF MEETING VIERA EAST
COMMUNITY DEVELOPMENT DISTRICT

The regular meeting of the Board of Supervisors of the Viera East Community Development District was held on Thursday, November 16, 2023 at 7:00 p.m. at Faith Lutheran Church, 5550 Faith Drive, Viera, Florida.

Present and constituting a quorum were:

Rob Dale	Chairman/Departing Supervisor
Jennifer DeVries	Vice Chairman
Steve Colasinski	Treasurer
Pete Carnesale	Assistant Secretary
Ron Rysztogi	Assistant Secretary
Bill Macheras	Incoming Supervisor Also present were:
Jason Showe	District Manager
Jeremy LeBrun	GMS
Jim Moller	Golf Maintenance Superintendent
Michelle Webb	Lifestyle/Marketing Director Residents

FIRST ORDER OF BUSINESS	Roll Call
Mr. Showe called the meeting to order at 7:00 p.m. All Supervisors were present.

SECOND ORDER OF BUSINESS	Pledge of Allegiance
The Pledge of Allegiance was recited.

THIRD ORDER OF BUSINESS	Public Comment Period
Mr. Showe: The next item that we have is the public comment period. For the record, I will announce that we have only members of the Board and staff present tonight.

FOURTH ORDER OF BUSINESS	Approval of Minutes of the October 26,
2023 Board of Supervisors Meeting
Mr. Showe: As far as the minutes, we could not get them done in time to get them to you tonight. So, we'll put them on the next agenda. Obviously, it's a short window.
Mr. Dale: Right.

FIFTH ORDER OF BUSINESS	New Business
Mr. Showe: With that, we can go to New Business. We don’t have any. Does the Board have anything that they want to bring up at this time?
Mr. Dale: No.

SIXTH ORDER OF BUSINESS	Old Business
Action Items List
Mr. Showe: We can go to the Action Items List. Earlier today, we did get an answer from the District Engineer on the status of the map. He has most of the map built. There are some portions of the golf course that he couldn't find records on. So, he's going to get with Jim and his staff and go out and take a look at that and then go through the rest of that map and we should be wrapping that up. As far as the parking lot paving, that's been completed.
Mr. Moller: It turned out good. I think we talked about that last time, too.
Mr. Showe: On the driving range parking, I think Jim is working with the District Engineer on what we need to get for the permit. I'll follow up with him on that, but we also are working with our District Council on drafting up that Easement Agreement and getting that to the HOA. So, those are all in process. That's all that I have unless there are questions from the Board.

SEVENTH ORDER OF BUSINESS	Staff Reports
General Manager’s Report
Mr. Showe: We can go to the General Manager’s Report.
Mr. Moller: Alright. We can start with the CDD. I have Pete working on all of the light poles along the Boulevard and the parking lot. There were a couple issues with some power poles. Some pigtails had rusted out. He had some re-connections. Don from maintenance has been helping him with some wire trackers to track some of the lines to see if there are any

breaks. This way we can figure out which LED bulb or whatever you want to call it, needs to be replaced. I think we're probably going to have two. Once we get all of the electrics done, we're going to rent a lift and we'll get them pressure washed and re-painted.
Mr. Colasinski: I think we pay monthly for those lights.
Mr. Moller: I don't think that contract is in existence anymore. Mr. Colasinski: Okay. So, that is done.
Mr. Moller: From my understanding, yeah.
Mr. Colasinski: Alright. So, there's no warranty probably with that. Mr. Moller: No.
Mr. Colasinski: Okay.
Mr. Moller: I will double check. But I think the company that we had…
Mr. Colasinski: I think we're done. I have not seen a check from them in a while. I just want to verify whether there is or is not a warranty with that.
Mr. Moller: Okay.
Mr. Dale: Just for clarification, are you just talking about the ones on that island? Mr. Moller: You have a couple basically from the intersection.
Mr. Dale: Right.
Mr. Moller: You have a couple coming up the Boulevard. Then we have four or five in the parking lot.
Mr. Dale: Right.
Mr. Moller: A couple have mold or algae.
Mr. Dale: That was where I was going with this.
Mr. Moller: We’re going to get them pressure washed, cleaned up and then re-painted. I did get a stencil for the Viera East pass. Ed has that in his possession. So, we’ll basically put like a little Viera East CDD nature path on the passes.
Mr. Dale: Where you were talking about, Ron. Mr. Rysztogi: Okay.
Mr. Moller: Yeah, we figured that was the easiest way, instead of trying to figure out easements and signs. It was nice and clean. Golf maintenance is pretty much business as usual. The drainage concrete line, we received a quote from Sonic Concrete for $6,000 to put a band repair on it. Basically, they will dig it out, put in some retaining walls and then put a band over

the break. I think it's like 3 inches settled. They figure 1 inch every ten years. They don't see any structural damage, so they think just a band repair will be sufficient.
Mr. Colasinski: Is there any sort of warranty with their work at all? Mr. Moller: I don't believe so.
Mr. Colasinski: I'm just asking. It was $6,000. Mr. Moller: Yes. $5,950.
Mr. Colasinski: Alright. So that's within your discretion.
Mr. Moller: Yeah, I've already started the ball rolling just to get it fixed. Mr. Colasinski: Good.
Mr. Maheras: I know somebody brought up last time, but as far as any silt that might be inside it, getting in.
Mr. Moller: There might be a little bit, but that drain has a weir box, fish grate and debris grate. So, there's nothing larger than a little bit of sediment along the bottom.
Mr. Maheras: Okay.
Mr. Moller: Golf maintenance is business as usual. Golf revenue as of the 15th, is sitting at $69,000. Last year, we did $120,000 for the month. Food and Beverages is at $28,000. Last year, we did $40,000.
Mr. Dale: So, it's sitting at $28,000 halfway through the month.
Mr. Moller: Right. Some things we had talked about before with the new head pro for aligning some budgets. In golf course maintenance, we still had a little extra in there, because when I went to Admin and I made changes with Wes and Justin, we still have some there. So, I think with not having him as the head pro in October, basically his $65,000 is over 11 months. I think if we move $10,000 from golf maintenance salary to golf ops, that should cover $1,000 or
$2,000.
Mr. Colasinski: It covers 40%. Ms. DeVries: 30%.
Mr. Colasinski: There a $25,000 differential.
Mr. Moller: Well, if the 7% raise were take effect, you're looking at $20,000. Mr. Colasinski: We're doing the best we can with what we have right now.
Mr. Moller: Right.

Mr. Dale: Are you going to touch on what we talked about yesterday, where we were at with salaries and stuff like that.?
Mr. Moller: I was going to wait until the financials.
Mr. Dale: Okay. I didn’t know if you were doing it now or later.
Mr. Moller: Inez and I sat in a Zoom meeting with a gentleman from Nest Eggs 401K. They work with ABS. So, basically, we just had like little meet and greet. He's going to get with ABS, get some data from us and then give us some costs on what it would cost us to offer a 401K plan for full-time employees. That’s still in its infancy.
Ms. DeVries: What would be the cost? Why would there be a cost? We don't pay anything to have a simple IRA.
Mr. Moller: I think it would be just like an origination. I'm not sure. Mr. Showe: There may be an admin fee.
Ms. DeVries: There may be differences in government versus what I do in a private business, but in my business, we have a simple IRA and it doesn't cost us anything.
Mr. Dale: Yes, that is on the table. That is potentially an option. If we do go the 401 route, you have third party administration fees. You have the costs associated with the investment sometimes that the employees incur. So, there are different things. We're small enough that a simple plan may work for us.
Mr. Moller: As soon as we get more information on that, I'll let the Board know.
Ms. DeVries: Okay. One thing, I'll just put it out now because it's in my notes for the financials. Could we get preliminaries before they go on the website, so we can basically just review them for any discrepancies or anything like that?
Mr. Showe: Typically, we do that again. These were kind of hard to get them in the short term, but I’ll make a note of it.
Mr. Moller: Okay.
Mr. Showe: I know they normally send them out a day or two early. I'll just make sure that she includes you on those.
Mr. Moller: Yeah, you normally get it from her.
Mr. Showe: Again, this month with the meeting getting moved up two weeks, essentially makes it a little tough.

Mr. Moller: Okay. Other than that, I did order signs. They just came in the other day for the removal of golf balls and baskets. Pete's going to install those next week.
Ms. DeVries: Great.
Mr. Moller: It basically has our logo on it. It just says, “Golf balls are the Property of Viera East. That is a crime punishable by Law.” We're going to put one at the ball machine. We'll put one on that little concrete sand bin on the back driving range. We're probably going to put one more at the drive range tee, either on the water cooler or maybe on the club washers that we have. Then we'll put three down each side on the OB poles.
Mr. Colasinski: Actually, can there be one at the starter shack?
Mr. Moller: Okay, because I have one left-over. So, I’ll put one at the starter shack.
Mr. Colasinski: The people in the pro shop will tell you, that's where the balls are going.
They're going in people's personal carts.
Mr. Moller: The driving range, too. The new ball picker was delivered the other day, which was just in time because the front end went out on the old ball picker like that morning.
Mr. Colasinski: Wow.
Mr. Moller: It was perfect. It came a month early, so it was actually nice. Ms. DeVries: Good.
Mr. Dale: I love it when a plan comes together.
Mr. Moller: Yeah, I mean, that's about it. We’re still waiting on the A/C to be installed at the restaurant. Jamie had a guy contacted to install the oven and he backed out at the last minute. It happened to be the A/C guy was there, and he's like, “We can do it.” So, we're going to coordinate to install the oven and the A/C at the same time.
Ms. DeVries: Cool. Maybe even save a little money.
Mr. Moller: Yeah. Other than that, that's pretty much all I have.
Mr. Colasinski: Unfortunately, this is the first month, since I've been on Board that we actually lost money at the golf course, because we lost $17,000, if you look at our revenue and expenses. I know we had an issue the first week in October with all the rain and so forth, but that was the first month that I can recall that we've actually lost money on the golf course. So, we just have to look at expenses. When we have less revenue, we always have to second check and have another evaluation of our expenses, so we continue to minimize any form of losses that we might

incur potentially. Weather is not something we can control, but expenses are something we can control.
Mr. Moller: Now, when you mean we lost money, are you talking about our total month?
Mr. Colasinski: Yes. If you look at the operating expenses versus the revenue, there's a differential of $17,000.
Mr. Moller: Last year, we lost $10,000 in October.
Mr. Colasinski: And that's what I'm saying. I did not recall. Mr. Moller: We'll talk about the financials.
Mr. Colasinski: I'm just saying. It sounds like also with the pay period issue, that’s probably about the same. Normally during the summertime is when we have the bulk of our maintenance expenses for the golf course. Is there something in October that we typically do that is a significant cost?
Mr. Moller: Bulk fertility.
Mr. Colasinski: Okay. I just want to try and understand. That actually goes into October
then.
Mr. Showe: When comparing year to year, they actually spent less this year than they did
last year on the revenue side.
Mr. Colasinski: Okay. Just so we have that understanding and take a look at things, because things will get better. So, let's keep going.
Mr. Moller: Okay.
Mr. Colasinski: If I wasn't the Treasurer, I have to say those things.
Mr. Dale: I would like to discuss the ball issue. The sign is great. I know we talked about how that’s 80% of it and everything. Are we doing anything to get the starters involved in extra pet talk and emphasizing it?
Mr. Moller: When the signs go up, yeah, we're going to talk to the cart guys, the starters, PAs, basically all of the pro shop staff.
Mr. Dale: Right. Somebody made a comment to me and I can't remember exactly what the comment was, but it was also along the lines of something about ice. They said, “Oh well they're not asking for it or they're not doing this anymore” and it dawned on me, the reason why that was happening, was because we probably got a fair amount of private coolers going out also.

So, I guess I would just kind of package all of that together in that same pep talk about no private coolers.
Mr. Moller: They all should know that there are no outside coolers.
Mr. Dale: I guess where I bring it up as an issue is, I know everybody gets friendly with everybody at the place and it's tough to be hard on your friends, you know when your buddies are coming in with a cooler and have to say, “Hey Joe, you can't do that. You can’t bring those balls home.”
Mr. Moller: That should be the easiest conversation to have.
Mr. Dale: Yeah, so that's what I'm saying. We have got to make sure that we have the right people that are not going to be intimidated by that. So, that's all I want to add to that.
Mr. Moller: Yeah, that's all I have, unless you guys have anything.
Mr. Rysztogi: I had a couple of questions on the 401K. Is it something that we're going to discuss and if so, in the past have we discussed a matching program or are we simply looking just to bring something on for the employees and that's something we'll look at later? I didn't know if that had been part of the discussion, if we’re going to look at doing that.
Mr. Dale: We'll actually have to, because that will be fairly substantial, but if you're talking a 3% match on a number of people, you're talking thousands of dollars if you're talking your high-end employees.
Mr. Colasinski: It has to be in our budget. Mr. Dale: Right.
Ms. DeVries: I thought we put it in the budget.
Mr. Macheras: You just mentioned something. I noticed the drop in beer sales. Is that why you brought up about the signs? I guess I want to make sure, it's one thing to look at budget to actual, but when I look at a loss of, let's say beer sales of $5,500, is that a loss or it's just not what we thought we would do? Sometimes I put more into what have we done than what we think we're going to do. Do you know what I'm saying?
Mr. Dale: I didn't catch that one. I caught a few others but I didn't catch that one. Ms. DeVries: It's a variance from the budget.
Mr. Macheras: Like Jim responded. I agree with Steve, being the next retail guy. If revenue is down, you look at expenses, but I'm also big on if we're looking at drawing back

expenses. So, if it's a rainy day, I'm assuming people go home versus if sales are down. Do you know what I'm saying?
Mr. Dale: Right.
Mr. Macheras: I know we've done a great job in that the last couple of years, as long as cutting expenses. It's related to what's not coming in versus an ex-retail person. They just say, “Hey, we don't care where it comes from.” I’m not big on doing that.
Mr. Dale: I think you hit the nail on the head. The weather, I think probably impacted some of that, but the other thing that I'm starting to get the feel for, as I've been doing this for a couple of years with the Board, is we get these variances. Like going back to March was a big one. It was like, “Wow, we've got big expenses.” I'll use the restaurant as an example, and then the next month, all of a sudden, we have a $20,000 windfall.
Mr. Macheras: Right.
Mr. Dale: I think you kind of hit the nail on the head. I don't think this is the case in every situation, but I think what's happening is it's kind of an amortization issue.
Mr. Macheras: Right.
Mr. Dale: Where we get three pay periods or we get three cycles of something or two beer deliveries.
Ms. DeVries: Right.
Mr. Showe: And that happens. Mr. Dale: In the same timeframe.
Mr. Macheras: That happened the other day. Both came last month. Mr. Dale: Right.
Mr. Macheras: Okay.
Mr. Dale: It still raises the red flag and it is worthy of asking the question. Mr. Colasinski: It's important to understand.
Mr. Macheras: Right, that's what I'm trying to say. I've been with a company that you got a bonus paid on the profit you made or you get a bonus based on what they budget you to make.
Mr. Colasinski: Right.
Mr. Macheras: Like you said, I'm still trying to figure it out. Mr. Dale: Right.

Mr. Macheras: But there are a lot of different ways to look at. It's a better minus than the minus last year.
Mr. Showe: Month-to month is always hard when you're looking at just the first month of the year, because you don't see the trends that might happen. You don't see the kind of things like Rob was mentioning where they bought a bunch of fertilizer this month and even though they might use it for the next two or three months, the expense hits here one time. So, those kinds of things, you don't get a sense for that in just looking at one month. But it does give you some trends that we will start looking at.
Mr. Moller: Yeah October, from the maintenance side, a lot of the companies, do their early order programs. So, we usually will get anywhere from 3% to 5% rebates and discounts on things we're running throughout the year. Usually what I do, is I'll do the early order and then I'll spread it over six or twelve months. So, like a bulk fertility that I'll spread it over four months.
Mr. Colasinski: As the front end. Right? Mr. Moller: Right.
Mr. Colasinski: Okay.
Mr. Moller: Yeah, so I think last year from our early order program, we deposited a check a couple of months ago. I think we received a $2,200 rebate check from the chemical companies.
Mr. Colasinski: Yeah, so you're being pumped, as they would say, “Be penny-wise and pound-foolish here, if you're actually looking at the big picture.”
Mr. Dale: Right.
Mr. Macheras: It makes sense to get details.
Mr. Dale: Just going forward, Jason, anytime I have those questions, I go to them and they're phenomenal with walking me through some of the stuff.
Mr. Macheras: I can help out with the beer sales. Mr. Moller: What are you comparing it to?
Ms. DeVries: He’s comparing it to the budget, what the revenue is. Mr. Moller: Versus the budget?
Ms. DeVries: Yeah.
Mr. Moller: Okay. Because we had $94 in beer sales, which is nothing to sneeze at. Mr. Dale: Believe me, compared to the beer sales of four years ago, it's off the chart.

Mr. Colasinski: These are reported. Mr. Dale: Yes.
Ms. DeVries: The other thing to keep in mind, too, is that we do an annual budget and it gets divided by 12 and not all of our months are equal.
Mr. Showe: Correct.
Mr. Colasinski: It's a linear projection. What else do you use? Mr. Showe: Yes, exactly.
Mr. Dale: Thank you, Jim.

District Manager’s Report
Mr. Dale: Jason?
Mr. Showe: As far as my report, obviously there's not a whole lot still going on. I think that I reported on most of the things. We'll keep the Board abreast as we get any updates on that ethics training that you'll have to do. Again, don't worry about it. It really doesn't kick in until January 1st, but as soon as we get some hard links to give you, we'll give you that so you can be prepared when your Form 1s go out. But other than that, there's not a whole lot going on this month.
Mr. Dale: Good deal. Alright.
Mr. Showe: To answer your question, Jennifer, we did bill budget 3% for retirement already in the budget.
Ms. DeVries: Yeah, that's what I thought. Mr. Showe: Yeah. We’re thinking ahead. Mr. Colasinski: We talked about it last year. Ms. DeVries: Yes, that we wanted to do this.
Mr. Showe: Oh, and we did coordinate with Inez. They're going to process all of the bonuses based on the progress of the golf course. Will it be in the next paycheck?
Mr. Colasinski: Yes.
Mr. Dale: What is the approximate date they will get the checks? Mr. Moller: The 22nd.
Mr. Dale: It makes for a nice Christmas bonus.
Ms. DeVries: Yeah, the day before Thanksgiving, on Black Friday.

Mr. Moller: We did the same as last year. It was the paycheck right before Thanksgiving. Mr. Dale: I really like the timing on that. That’s really nice. Alright, Michelle?

Lifestyle/Marketing Report
Restaurant Report
Ms. Webb: We're still doing Sassy Saturdays. This Saturday we have Music on the Patio. We're going to do a charity bingo for one of the schools, one of our continued patrons of a long time with our restaurant. They are going to do everything for it, but hopefully they're going to bring in about 25 to 30 people on a Sunday afternoon. So, that will hopefully drive up our Sunday business. We get some people now, but it's not as popular. That's going to be on the 3rd.
Mr. Colasinski: Bingo.
Ms. Webb: I know, we weren't allowed to have Bingo for a very long time. So, everybody's very happy that they have Bingo. On the 2nd, we have Mr. Will Purdy. He's on the patio as well. We already have four different companies coming in to use our patio for their Christmas celebrations. One of them is going to be on the 14th. It's actually BFT Group that are coming in and they will have 25 to 30 people for that. I'm getting emails all the time. I told Jen she had to start watching Hook & Eagles email, because they're asking all of these questions.
Mr. Macheras: Michelle, is that something where they rent the space or you just hold it for them?
Ms. Webb: Generally, when they say they're going to bring in about 25 to 30 people, we try to figure out placement. We will ask them, “Are you okay to use the patio?” Because then it leaves the restaurant open for patrons or we'll divide part of the inside and then the outside will be available. That outside has done us very well with having it, because we've been able to do quite a bit of partitioning. It's been nice the last couple of ones we've had that out there, people are very happy to be out there. That was a big deal on the last Music on the Patio. It was so windy and we took those things down. It was a game changer. We have people saying, “Hey, we're going to leave. It’s too windy.” We only did a part of it, but then when we did everything, it was windy. It even changed the wind flow of the one area. It blocked it off. So, it perfectly aligned those things to make it really still continue to be useful.
Mr. Dale: Pete, did a very nice cleaning of all of that. Mr. Moller: Yes. There were wasp nests.
Ms. Webb: Yeah, I got a wasp nest dropped on my head with wasps in it.

Mr. Moller: Even like the other day, we just closed off the one part by the bar, because all of the wind was coming out of the east. It was perfect.
Ms. Webb: Yeah. It was nice.
Mr. Colasinski: We put that extra section in to cover the north door as well, because we used to get rain and we would just get blown through the door. So, we made sure we extended further to the east so you could cover that door. It seems to be working out well.
Mr. Dale: Its funny what we opened it up too.
Ms. Webb: Thank you for that, because if we did not put those up there, people would have left that night. Instead, they stayed until the end and they kept buying food and drinks. So, that's a game changer out there. Like I said, we keep having people want to use our facility. I had one lady ask, “We would like to rent your private room.” When I said, “We don't have a private room,” she said, “Well, that outside thing, isn't that a room” and I'm like, “Not really, it’s a patio. “
Mr. Dale: We'll make it a room for the right price, though.
Ms. Webb: Actually, we're getting very popular with that. We get a lot of calls about using it, which drives in more revenue for us. We're also going to have on December 5th, a charcuterie class on how to make a Christmas tree. I've already worked out those deals. So that's very popular. She charged $65 and I already have 10 people coming.
Ms. DeVries: Wow.
Mr. Dale: And what do we get out of it? Ms. Webb: Beverages and food.
Mr. Dale: The full restaurant.
Ms. Webb: I'm really going to push drinks. So, hopefully that will be important. I want to start doing those type of little things for people, too, the classes. I know when we originally brought the restaurant up, that was one of the things that we talked about. It was going to be like we would have these wine tastings and we'll do all this other great stuff, but it never happened. So, I think if we start bringing that up, we will start having some good response. Now we got in contact with the companies. So, we're going to be busy. We put off trivia until January.
Mr. Colasinski: Yeah, good idea. I received an email from Duran today about an event, a breakfast with Santa. I forwarded it to you.
Ms. Webb: I saw that.

Mr. Colasinski: It's an interesting idea.
Ms. Webb: We don't have enough families coming yet. Mr. Dale: Santa left.
Ms. Webb: They are following me on all our sites now. I've been pushing them. You had better been doing your Space Coast Living magazine daily, because they're following on all sites. I pushed out the video and they followed me with theirs.
Mr. Colasinski: By the way, I also enjoyed your Farmers Market last Saturday. I bought lots of good stuff.
Ms. Webb: We had it up to 60 vendors when we first started and that's too many vendors. There are too many cars coming in. It was too much. So, we kept it around 40. People will email me asking, “Is such and such going to be there?” So, now we have a check in on the website. I'm trying to keep up with Vero Beach, because we did lose some of our vendors to Vero Beach, because they have it every weekend. There are a lot of people saying, “Why don't you guys do more?” Because we won't have the same crowd.
Mr. Dale: You could take from it.
Ms. Webb: We only do it once a month, but we've been having it. I wasn't expecting to be very busy because of Veterans Day. I wasn't sure, but I had several vendors that sold out. That's why they keep coming back, because they keep selling out when they're with us.
Mr. Colasinski: They have good stuff.
Ms. Webb: Yeah, they absolutely have good stuff. Ms. DeVries: So, was there one in October?
Ms. Webb: There was one in October.
Ms. DeVries: I don't see any revenue for that on the financials.
Ms. Webb: It probably gets grouped into a bulk because it's under the PayPal account. Mr. Dale: We'll come to that.
Ms. DeVries: We'll come to that. Okay, I see miscellaneous income from the Farmers Market and it's blank.
Mr. Showe: Yeah, I think she made the withdrawal in November for the payment. Ms. DeVries: Okay. It’s the deferred we're talking about.
Ms. Webb: Yeah, because there was, like, $3,500. I've trained them all. They're going on PayPal now. I check before they come in. But yeah, they're doing really good with that. I have

some that paid ahead, so they keep their spots. Inez should be getting some checks. I don't know if she already did. I have to check with her. Several of the sign people said there are checks. I verified that before and then the big $1,000 one that we have. One of them said they have to wait until January.
Mr. Dale: Can you just elaborate on that?
Ms. Webb: The signs at the park, that we did for “Partners In the Park,” where they can come in and buy different sponsorships, they have different size signs and keep their advertising up for a year. Then what we do is we say, “Okay, your year has ended. We'll keep it up until December, if you commit that you're going to renew with us.” Several of them are renewing now. Some of them just mail in a check and then others wait until after January, because that's their fiscal year for budgets and this is not. Most of them have committed and I've had a couple of other ones reach out.
Mr. Dale: Anticipated revenue over the course of a year from that? Ms. Webb: Well, we got in about $5,000 off of that.
Mr. Dale: About $5,000. What does that help us do?
Ms. Webb: Keeps the stuff at the doggy park, all of the doggy bags and to replenish them. I'm not responsible for the sod, but it helps keep that funded. I'm hoping to get this Art in the Park going on with the weather. It's not really being very cooperative. So, we pushed that out until January/February.
Mr. Colasinski: Let it dry out a little bit more.
Ms. Webb: Yeah, because we were kind of going to do it and I have two of the artists saying that they can’t bring their stuff out in this weather. I was like, “Okay.” So, we'll probably put that on the back burner until January/February when it's not too cold. It's really nice to be outside. I mean, we still have stuff going on. I'm starting to get ticket sales in for the casino night on January 27th. I'm still working on getting the menu finished. A big group used to come into the restaurant on Wednesday and did a big thing about appetizers, so I did a special and they’re like, “Oh, can you do this right now?” I'm noticing an increase in my needs around the place, too. So, I still have to sit down with the calendar, but we talked about when I'm on winter break, just sitting down and kind of plug it in, like, what do we want to do in January?
Mr. Colasinski: You have next week off.

Ms. Webb: Yeah, I’m bringing my grandson. That's another thing, I have to get with Kyle about March.
Mr. Dale: Is that next week? Mr. Colasinski: Yes. Surprise.
Ms. Webb: He said 7:00 p.m. to 9:00 p.m., but my grandson is actually five. Mr. Dale: When are we going to get the glow golf going?
Ms. Webb: We'll figure that out. Mr. Dale: Next year or this year? Ms. Webb: No, this year.
Mr. Colasinski: Okay.
Ms. Webb: But we have to figure that out calendar wise. We’ve been trying to do it in the November meeting time or it might be in December. It might be on the 9th. The problem is it won't be. That's kind of why I wanted to try for the 9th. I don't know if the 16th would be better/
Ms. DeVries: It's close to Christmas.
Ms. Webb: Well, it’s close to Christmas, but it is our next Music on the Patio. Ms. DeVries: Okay.
Ms. Webb: So, it might work.
Ms. DeVries: It would be nice to combine it.
Ms. Webb: I see it drying out. This Saturday is Sassy Saturday and Music on the Patio. Mr. Dale: Right.
Ms. Webb: The following one after that is Music on the Patio again and then we’re gone on the 16th. Then on the 23rd and 30th, I figure we would not have any music. There are actually five weeks in December and five weekends.
Mr. Colasinski: That's going to be another pay period nightmare. Mr. Dale: It's going to be a good profit month.
Mr. Colasinski: Assuming we have a higher revenue than expenses. Mr. Dale: Yeah. Good point.
Ms. Webb: I just put out six ads. One ad was for the holiday thing that's going to be out during Thanksgiving, the holiday book. The pro shop is going to advertise for gift cards. They have a new beer. They are actually going to call it The Hook and Eagle Lard.
Mr. Colasinski: Lager.

Mr. Dale: Not Lard.
Ms. Webb: I am not a beer drinker. Hook & Eagle are actually giving us their own brand. Of course, anytime we give away things for free, I'm putting it through our marketing. I'm having to move stuff out of my budget to make sure it fits in. We're going to do a buy one, get one free from November 25th through December 25th, where they can come in and try our lager. That's the only place I put it in the advertisement, because its only for holidays. Then, of course, Space Coast Living magazine ends on the 25th as well. So, we will be do that until January. I know we'll get something.
Mr. Dale: We'll get an email probably at the end of December.
Ms. Webb: When I set my ad, I'm like, “We're really pushing for that best golf course on the Space Coast.”
Mr. Colasinski: Okay.
Ms. Webb: I let her know that we've been advertising it for three years now and then we advertise in The Viera Voice.
Mr. Dale: Okay. Does anybody have any further questions for Michelle? Mr. Colasinski: Keep going. How do you keep all the dates straight?
Ms. Webb: I have a very big calendar. I'm not happy with my other job. They just put me on the Food Committee.
Mr. Dale: Yeah, let's not discuss that one. Ms. DeVries: No.
Mr. Colasinski: One nightmare at a time. Ms. Webb: Yes.
Mr. Dale: Alright.

EIGHTH ORDER OF BUSINESS	Treasurer’s Report – Consideration of
Financial Statements
Approval of Check Register
Mr. Colasinski: Treasurer’s Report or are we done with that?
Mr. Showe: I can make a quick update on that just for the Board's awareness. We did make the final payment to the prior vendor. We checked with both Jim and Michelle. Michelle has everything she needs on the social media side.
Mr. Moller: There should be two more. November is the last one.

Mr. Showe: Right. We confirmed before we cut those checks that he has completed all of the terms of the contract.
Mr. Dale: Okay.
Mr. Showe: We made sure we had everything that we needed fully before we move forward to pay those.
Mr. Dale: It was a tough but amicable separation. What do we have for the Check Register?
Mr. Showe: We have Checks #4839 through #4865 for the General Fund and Checks #31146 through #31211 for the Golf Course Fund, for a total of $131,192.89.

Mr. Colasinski MOVED to approve the Check Register for October 19, 2023 through November 10, 2023 in the amount of
$131,192.89 and Mr. Rysztogi seconded the motion.

Mr. Dale: Is there any discussion? Hearing none,

On VOICE VOTE with all in favor the Check Register for October 19,  2023  through  November  10,	2023  in  the  amount  of
$131,192.89 were approved.

Balance Sheet and Income Statements
Mr. Showe: Next are the financials. We can take any questions on that.
Mr. Moller: I just wanted to touch on the financials, just with the golf operations salaries, it's posted as $30,824. Basically, if you took the three pay periods and add them together, it’s that number. Usually when Hannah does the monthly payroll, there was four days in September and seven days in November, 11 days in that payroll that should be in other months. So, that should bring that number down to $22,500.
Mr. Dale: If it were amortized. Mr. Moller: Yeah.
Mr. Dale: That kind of goes back to what I was talking about earlier, Bill, where things get out of whack a little bit.
Mr. Macheras: Sure.
Mr. Colasinski: We have to ask questions and as long as we understand, we go forward.

to do.

Mr. Dale: Right.
Mr. Colasinski: But if we have to take corrective action, we do. That's just what we have

Mr. Dale: Do you have any others?
Mr. Moller: No, that was pretty much the big item.
Mr. Dale: Yeah, because I know we had a big email exchange going and I appreciate

everything that you guys did yesterday. I just kind of wanted to give you guys a heads up, which was my thought for the meeting.
Mr. Showe: I greatly appreciate that.
Mr. Dale: So, we didn't come in here and say, “Oh, well, I don't know, I'll have to go look into it.” We can look into it before the meeting. So, that was all wonderful. You guys knocked it out of the park. I appreciate that. But two of the issues that I did have, in going through the financials, one of them you did get into a little bit, Jason, with the $1,200 for entertainment that we still have flowing through the restaurant.
Mr. Showe: Well, right now there's nothing flowing through there. That's just a pro-rated amount. Because there was a budgeted amount in there, it shows as prorated. There were no expenses for that.
Mr. Dale: I don't have it. I don’t want to fumble through it.
Mr. Showe: We've moved all of our entertainment to the General Fund. Mr. Dale: Okay. So, in other words, I was looking at the budgeted amount.
Mr. Showe: You were looking at the pro-rated amount. There are no expenses.
Mr. Dale: Alright, regardless, even that, I guess that kind of falls under the bigger discussion that I wanted to have. We had talked about having the breakdown for expenses and revenue and everything like that for marketing, separately. We did that, but we clumped it all into one line item.
Mr. Showe: Yeah, what we'll have to do, is to see if there's a way we can do a separate report that kind of just breaks out the revenues and the expenses.
Mr. Dale: Then we could throw things like we're just talking about, with the entertainment and everything else. Then what else it would do, is it would show us the revenues. I mean, I know it's there, but we have to hunt and peck through things to find it. It would show us the revenues from vendor signs, all of the things that we have going on right now. The reason

why it's such a substantial issue is we're talking close to a $100,000 budget now that we're flowing, now that we moved the entertainment from the restaurant over to marketing. That added another close to $20,000, plus.
Ms. DeVries: Right. My concern is that the revenue from that shows in the restaurant and not in marketing.
Ms. Webb: Right.
Ms. DeVries: So, she has the expense, but the restaurant gets the revenue. Sometimes people look at that and go, “Well, that's not paying for itself,” because the revenue is somewhere else.
Mr. Dale: I get it, but the way I would look at that is it's an amenity. It's sort of like the park. Parks don't produce us income. I mean, it produces a little bit of income, because we've gotten innovative with it, but a park doesn't produce income.
Mr. Colasinski: There's no direct correlation. It's assumed that there will not be. Ms. DeVries: Okay, right.
Mr. Dale: It really falls under the category of events that we're conducting for the community. You're right, it's a raw expense.
Ms. DeVries: It's a raw expense, but it generates revenue in the restaurant. It generates revenue in the golf course, but those revenues go somewhere else.
Mr. Dale: Right, but the primary purpose of it is as an amenity.
Mr. Colasinski: Is the District benefiting from paying money for those?
Ms. DeVries: I agree with that, that the District is benefiting from that. My concern is how that might look.
Mr. Showe: I think it's the quantification, what she's looking at.
Ms. Webb: When I have Music on the Patio on Saturday night, I know how much revenue they created versus the following Saturday that didn't have Music on the Patio.
Ms. DeVries: Right.
Ms. Webb: Is it worth the money that I'm spending to pay the person who is there to have
it?
Ms. DeVries: Right, Michelle, I know you're really good with data and that may be what
we have to show, like some of these things where you are spending marketing dollars.
Ms. Webb: Right.

night.

Ms. Webb: They just have to run a tab that night, for us to compare with a Saturday

Ms. DeVries: I just heard people say, “Wow, the marketing things don't make money.”
Mr. Colasinski: I never heard anyone say that. Ms. Webb: I've heard some people.
Mr. Dale: You live over there with the grinches? Ms. Webb: Don’t say that.
Mr. Dale: Not all of them are grinches. Ms. Webb: And that's what I try to do. Mr. Dale: I’m good.
Mr. Colasinski: Grinches are grinches.
Ms. Webb: That’s what I try to do. I never really want anything like Sassy Saturdays. I

make sure that what I'm spending to provide Sassy Saturdays, are met in the amount of money they pay. So, if they pay $45, the golf course is giving the price that they would get for a 3:00
p.m. rate for anybody walking in the door. I would give them additional things like what we are charged for alcohol. So, it's not like it's coming out even or whatever.
Ms. DeVries: Right.
Ms. Webb: Its creating the revenues for that type of stuff.
Ms. DeVries: So, what I've told people in the past, is that your marketing position pays for itself. The revenue that you get from the Farmers Market, the revenue that you get from the signs, the revenue that we get from the events, but being able to show that.
Ms. Webb: Right. It’s hard.
Mr. Dale: Pretty much it's just a reverse hunt and peck.
Ms. DeVries: Yes, it is. It's going to be a reverse hunt and peck.
Mr. Dale: Frankly, it's this Board that is responsible for the oversight of everything and it's been difficult for us the reverse way.
Mr. Showe: Correct.
Mr. Dale: What we're trying to do, is make it easier for us and if somebody has a problem with it, we’ll explain it to them.
Mr. Colasinski: Does having a Clubhouse help with golf operations? Oh, yes, it does. But is there something directly attributed to an expense of building a Clubhouse? You have to invest

in order to make money and our marketing investment is intended to provide profits for the District. As long as we are bringing that in, in some shape or another for the District, that's all that counts.
Ms. DeVries: I'm totally with you there. Mr. Dale: I know you are.
Mr. Colasinski: What I'm saying is, don't worry about perception because it doesn't matter what you do or what you say. That perception is still going to be there and you can't change that.
Ms. DeVries: I know it’s true. It's just a different hunt and peck. So, what I would ask is, I know Michelle, you're really good with the data, so if we can see this event, the cost and the revenue.
Mr. Webb: Yeah, we’ll generate the data, because I would love to see that. Ms. DeVries: Yeah, I do too.
Ms. Webb: That’s why I do my stuff. But what a lot of it comes down to, is a lot of the stuff that I do, like if we had to hire out somebody to build the new website for Hook & Eagle, it's going to cost you $750 to $800 just for the design.
Mr. Colasinski: It's like the advertising in The Viera Voice. Ms. Webb: Right.
Mr. Colasinski: It is a similar thing.
Ms. Webb: Yeah. It is expensive. It’s the only way you're going to know. Like I know Space Coast Living magazine, every time we've won, we have an increase in social media.
Mr. Colasinski: So, we were on balance sheet and income statements? Ms. DeVries: Yes, we were.
Mr. Colasinski: Okay, are we done with that now or are there other questions? Ms. DeVries: No questions.
Mr. Dale: We are going to be able to break that down as the summary position? Mr. Showe: We'll figure something out.
Mr. Dale: It’s kind of similar like what we do for the restaurant, a separate breakdown for
that.

Mr. Showe: We might have to reach out to Michelle on some of that, because some of that may not be crystal clear when Hannah's looking at the expenses and the invoices, but we'll put something together.
Ms. Webb: As long as I know what comes through, I kind of keep my own ledger. Mr. Showe: Why don't you send that to us?
Ms. Webb: That might make it easier.
Mr. Dale: Alright. Are there any other income statement issues? Ron, are we good? Mr. Rysztogi: Yeah, I'm fine.
Mr. Dale: Bill, we are once again very happy to have you here.

NINTH ORDER OF BUSINESS	Supervisor’s Requests
Mr. Macheras: Are we at our individual Supervisor’s Requests? Mr. Dale: Let's do it.
Mr. Macheras: Two quick things, just to kind of piggyback on what we were just talking about with marketing, one thing we have to remember too, it brings in a lot of business that we can't measure. So, if my wife and I go for karaoke night, this place is great, but if I go back on Wednesday to eat, that's something you can't measure.
Ms. Webb: Right.
Mr. Macheras: But going back to what Jason did a couple of months ago on that bar chart, even if annually, we added one little something over here and just showed that because again, how powerful was that as far as visually? A lot of us might not understand what's behind it. I can understand this.
Mr. Colasinski: Right. It's the big picture we're trying to prove.
Mr. Macheras: So, it doesn't have to be anything in depth, but something simple as putting that on annually, I think. Again, there's a lot of stuff we can't measure. I just want to thank Jim. I had a resident that inquired about a process of removing a reptile from the lake and Jim was really good about calling him back right away and discussed the difference between a nuisance and somebody just enjoying the water. I appreciate him following up on that quickly. That’s it.
Mr. Dale: It's generally a death sentence.

Mr. Showe: No, it's not generally. If you call the nuisance gator line and the trapper comes out, they will harvest that gator and it may be right there on the lake bank in front of everyone.
Mr. Dale: They're not taking it out to the middle of Florida to give it a better home.
Mr. Showe: They're not taking them to Gatorland. They're not relocating them. It may occur right there on the lake bank when they drag them out in somebody's backyard.
Mr. Dale: Yup.
Mr. Macheras: It's funny, you know, that happens. I was watching a show a few weeks ago that was live. It was in Daytona, actually. It was in the person's front yard and he's like, “Oh, look.” It's kind of surreal.
Mr. Showe: It's a thing to see.
Mr. Macheras: But I'm glad you explained that just because they're swimming in there doesn't mean they have to come out. Right?
Mr. Showe: Yeah. Florida has criteria for what they deem as a nuisance alligator. We always like the residents themselves to call, because Jim and I can call, but they're going to ask us questions that we don't know the answer to. They're going to say, “Where's the gator at?” I don't know. “What lake is it in?” It's that one. I don't know. “What did it do?” I don't know.
Mr. Colasinski: Okay, I have a few requests here, nothing that we can't solve, though. Midges are coming back again on Lakes 20 and 21. So, I have requests from the residents out there, to maybe do another load of catfish in each of the lakes. That seemed to be very good and effective last year. So, if we could look into that, getting them another dump of catfish in each of those lakes, because as the catfish get older, they don't appear as midges anymore.
Mr. Moller: That was Lakes 20 and 21?
Mr. Colasinski: Yes, Lakes 20 and 21. Okay. The other thing is that I live over in Herons Landing and my yard backed up to the scrub jay habitat over there. Recently, we've been having a number of ATVs coming through there at night. Okay. So, I did call the Sheriff's Office last Friday night to make them aware of it and so forth. They said, “We’ll come out and take a look and if we find someone trespasses, we already have a trespass order in place, so that shouldn’t be an issue.” My concern with this whole thing is with poaching, because I've had other residents say they heard gunshots out there and so forth. There are some big deer out there as I've seen on my Ring camera at home. I would like to suggest that maybe we could strategically put

some trail cams out there, to evaluate whether or not we are having poachers in there or other trespassers in there. That can also provide us information about where they may be located so the Sheriff can help eradicate them. The other thing too, is that we don't get in there too often, but we have that drone. Not at night, but during the day, we could have it out there just to see what's going on in there too. It might be worthwhile to go out there and see what's going on, because we don't go in there too much intentionally. So, anyway, can you look into some trail cams that we can put out there that are solar power and then have like have an LTE signal that we can actually take a look at those and see what's going on out there?
Mr. Moller: Yeah.
Mr. Colasinski: Because with the ATVs, there have been multiple incursions, not just

once.

Mr. Macheras: Just really quick, is there a way to figure out where the point of entry is? Mr. Colasinski: There are a couple of entry points up on Viera Road, but there are fences

there, so I don't know exactly. You can go around somebody's yard and get in there too. So, there are a variety of entry points. For instance, you could go to the end of a court and there's somebody's home there. You could just go right through the yard and go on. So, it's hard to say exactly where they're coming through.
Mr. Dale: It goes essentially from Viera Boulevard all the way up to Barnes. So, you would be able to access that way.
Mr. Colasinski: A trail camera would give us some more information. Mr. Dale: There are all sorts of ways that they could be getting in there.
Mr. Colasinski: So, Jim, it's really a matter of you guys figuring out what you would consider to be strategic locations and then how many cameras you might want to consider.
Mr. Moller: That’s a big area.
Mr. Dale: I would also add a little bit to the mix, we have to start thinking about deterring homeless camps and things like that.
Mr. Colasinski: Well, that's exactly correct, because we had the guy to live over there where they're putting in Home Depot. They just hang out in the parking lot. Melbourne had that problem in their city with encampments. That's entirely possible and that's not what that area is for. It's for the scrub jays.
Mr. Dale: The whole area across from the Tasty Freeze, it was all along the water edge.

Mr. Colasinski: On Hibiscus as well, there was an area, until they put it in apartments. Mr. Dale: Yeah.
Mr. Colasinski: But the drone during the day might give you a good way to just kind of oversee things, see what's going on. Alright, that's the end of that item. The next one is, if we could consider maybe doing a golf kids clinic during the Christmas holiday. I'm hoping we can pull something together. We would have to coordinate the information with Michelle for announcing it to everyone. I'm hoping we can do something for that. Lastly, it sounds like, Rob, you're not going to be here for our next workshop, which is on December 7th. Is that correct?
Mr. Dale: Correct.
Mr. Colasinski: Alright. It sounds like you're not going to be here, right? Ms. Webb: We will be here on the 4th.
Mr. Colasinski: You're going skiing? Mr. Dale: We do leave on Thursday.
Ms. Webb: Thursday night. We leave at 7:30 p.m. Ms. DeVries: So, you won't be here.
Mr. Colasinski: I will not be here either. Mr. Dale: I didn't even think about that.
Ms. DeVries: I am driving that week from Chicago and I plan to arrive for the meeting. Mr. Colasinski: So, that means you three have to be here, in order to have the meeting.
I'm just trying to save Jason the headache.
Mr. Showe: The question is, is there anything to conduct that would be worth conducting on December 7th?
Mr. Dale: I have nothing at this point.
Mr. Colasinski: That's the point, because both your commitment is significant in being here. So, that's why I wanted to bring that up.
Mr. Dale: That’s a good point. That’s a good catch.
Mr. Showe: If there's no desire to hold it well, if it's the consensus of the Board that we really don't have anything that we need to conduct at that workshop, we can just leave it on the calendar. Then if there's nothing that comes up, between now and then, we can just cancel it.

Mr. Colasinski: You're going to be on an airplane and I'm going to be in North Carolina. It would just be you three. You can do something, but it's a matter of do we have anything of substance to constitute a meeting?
Mr. Macheras: Just out of curiosity, not that I'm going to be sitting waiting to get an email, when would you make that decision?
Mr. Showe: Oh, typically, we'll set those agendas a week before. So, by November 30th you would know.
Mr. Macheras: It would just be the three of us.
Mr. Showe: Again, if it's okay with the Board, what I'm hearing is if there's nothing urgent that comes up, we'll just cancel it.
Mr. Colasinski: Yeah.
Mr. Showe: Again, it's better to leave it for now, just in case. If you vote to cancel it now and something urgent comes up, we're done.
Mr. Dale: You can’t put the toothpaste back in the tube. Ms. DeVries: Right.
Mr. Colasinski: Okay. I'm done, Ron? Mr. Rysztogi: I have nothing to add. Mr. Colasinski: Okay.
Ms. DeVries: I have nothing.
Mr. Dale: The only thing that I'm going to do, is just expand for 15 seconds about Fridays with karaoke, as an example. That is half our revenue, basically, for the week a lot of times, that day, that Friday and then karaoke is the vast majority of that. It just kind of ties into the amenity thing. We have bigger nights and some nights we do a little bit less, but on average, we gross
$5,000 on Fridays as a whole. the majority of that comes from karaoke night.
Mr. Macheras: What's cool is, the few times I've been there, there are all different ages. I told you we ran into a friend I hadn't seen in years and her group from Northrop Grumman was there. You see people with kids. I see people 20 years older than me that dance better than I do. It's a great mix of just everybody.
Mr. Dale: We get three-year old’s that sing.
Mr. Colasinski: But that's what community amenities are about, right?

Mr. Dale: I just wanted to kind of drive that home. We talked about quantifying it somehow and a lot of times the quantification we can find in our daily toast numbers or in our daily pro shop numbers. It's not all financials. I agree with you.
Mr. Colasinski: That's the key. A lot of these things that we're doing are not measured financially.
Mr. Dale: Right.
Mr. Colasinski: It's about the life experiences that people have within our District. Mr. Dale: Right.
Mr. Colasinski: The opportunity that we provide them to enjoy their life, the recreation
aspect.
Mr. Dale: The people that I'm talking to frequently on Saturday nights for the patio or for
karaoke nights, they are residents of the District. They do not golf. If I had a nickel for every time I had somebody come up to me and say, “We just really appreciate this because we don't golf, but this gives us something.”
Mr. Colasinski: Right.
Mr. Dale: We even had the one woman that came to the one Board meeting, whatever it was, two months ago or so. She was new to the community and wanted to know what we have. She was just excited to hear about the Farmers Market and the restaurant and all the things that she didn't know about.
Ms. Webb: I look at this way, you guys also have leagues that use the golf course, but don't really sometimes help on our revenue at the restaurant. Right? They take their business elsewhere.
Mr. Colasinski: Right.
Ms. Webb: So, people that want to look at, well, karaoke, how much does that bring in or music on the patio? Well, sometimes even the leagues that we're supporting them to use our golf course, aren't always supporting.
Mr. Colasinski: If I'm not mistaken, we give them a discount on green fees. Ms. Webb: Yes.
Mr. Colasinski: So, we are actually losing money by accommodating them, but we provide them with a golf experience.

Ms. Webb: Right. So, sometimes those people who want to make questions about the other things, they might not want to participate in. What they have to understand, is that can work in the same realm with the golf area. Well, these leagues aren't going to be supporting the restaurant or they're not going to be supporting other things and maybe we don't have leagues any more. Right?
Ms. DeVries: Right.
Ms. Webb: Because if everything has to derive from revenue from what you're doing, it's very easy to show that those golf leagues don't really drive a very big revenue, from a discounted rate for golf.
Mr. Colasinski: It's very much like getting your grandchild a Christmas gift. Ms. Webb: Yeah.
Mr. Colasinski: You spent the money, what's the return? Ms. Webb: Yeah.
Mr. Colasinski: It's a life experience.
Mr. Dale: But I will point out the obvious, this is the only three-year period in the history of this course, where we produced net revenue at the prolific rate that we have produced. Never in the history of this course has that happened. So, I think we're doing something right there.
Ms. DeVries: I think so too.
Mr. Colasinski: We've improved more than just the golf course, because we've done so much more down at the park. You drive by there and see how many people are in the park at any given day, all ages. That's a big deal and other activities that we do at the restaurant. That's what we're looking to do with the recreational assets we have. That's what we want. We want to provide a better experience, life experience for everyone.
Mr. Dale: Right. That's all I have.

TENTH ORDER OF BUSINESS	Adjournment

On MOTION by Ms. DeVries seconded by Mr. Colasinski with all in favor the meeting was adjourned.

 	
Secretary/Assistant Secretary	Chairman/Vice Chairman

Section V

Section A

On Dec 5, 2023, at 12:45 PM, Lea Collins
<lcollins@unitedcommercial.net> wrote:

Hi Jason,

The Brevard County Property Appraiser’s had the mailing address of the owner for the above property at 219 E Livingston St, Orlando, FL. Hopefully I have the correct contact to present this proposal.

I’m a representative for a tower developer, Vertex Development, who is interested in leasing ground space for the construction of a wireless tower and telecommunications facility. As you probably know, the general public’s demand for wireless services has significantly increased with the expanded usage of data, streaming, text messaging and the use of many other types of applications. This facility would allow the community in which it is located to utilize these expanded services while generating a monthly income for the property owner.

We would like lease 50’ x 60’ in the SW corner of the property as marked below. The terms would be for (5) initial years with (9) renewals of (5) years each. We are offering $1,200 per month in rent plus a 2% annual escalation.

Would Viera East Community Dev District be interested in entering into an agreement with Vertex Development for this proposed use?

Thank you for your consideration and I look forward to hearing from you.

<image002.png>
Lea Collins
725 Primera Blvd, Suite 225| Lake Mary|FL 32746 Mobile: 407.694.8951
lcollins@unitedcommercial.net

<image001.jpg>

<Viera East Community Dev District.pdf>

Section VI

Section A

Viera East CDD Action Items 12/21/2023

Item #	Action Item	Assigned To:	Status	Date Added	Estimated Start	Estimated Completion	Comments/Estimated Completion	

1	Develop Emergency Recovery Plan	
Moller/Dale/Robb	
Ongoing	
10/27/22			
Engineer Reviewing County Data	

2	Letter to Community Regarding Storm Response	
DeVries/Moller	
Ongoing	
10/27/22			
Annual Newsletter	

3	
Driving Range Parking	
Moller	
Ongoing	
3/9/23			Staff approved survey of property in advance of starting County permitting process	

Updated 12/14/23

Section VII

Section B

Section 1

Golf Course Construction & Maintenance

December 5, 2023

Jim Moller, jmoller@vecdd.com Viera East Golf Club
2300 Clubhouse Dr
Rockledge, FL 32955

Re: Viera East Golf Club Proposal | 72,000 SF of Existing Green Side Bunkers

Dear Jim -
Below is our proposal for the referenced work. Scope of Work
Sod cut around existing green side bunker
Remove existing bunker sand
Haul and spread old existing bunker sand to nearby fairway bunkers
Remove existing bunker drainage up to the out fall
Re-shape bunker floor and bunker faces
Re-shape bunkers (decrease bunker sizes)
Check bunker drainage outfalls (replace as needed)
Supply and install 4-inch N-12 perf bunker drainage with flush outs
Supply and install G-Angle Bunker Sand (4 inches compacted)
Supply and install Bimini Bermuda Sod

Total Price	$262,430.00

Proposal is based on the following:
Decreasing bunker SF from 72,000 to 36,000 SF
Disposal of existing bunker drainage off-site
Replacement of bunker drainage and tying into existing out falls
Supply and installation of 69,000 SF of Bimini sod

Alternate price, if needed, to replace bunker out fall drainage (4-inch solid ADS N-12) $12.15 per LF Alternate price if additional sod is needed above the 69,000 SF $0.76 per SF
If you have any questions, please give me a call.

Respectfully,
Landirr, Inc.

Mike Roberts President

202 North Laurel Avenue · Sanford, Florida 32771 · 407-330-2892 · E-mail admin@landirr.com

Section 2

Robb & Taylor
Engineering Solutions, Inc.

November 28, 2023

James Moller
Viera East Golf Club 5250 Murrell Road
Viera, Florida 32955

RE:	Shoreline Restoration Grand Isles Lake 37

Jim,
I have inspected the conditions along the east shoreline of the lake running along Timacuan Drive in Grand Isle. The shoreline appears to have settled along the 1,900 linear foot east bank and now has approximately a 2 to 3 foot vertical drop-off along the shoreline.
It appears the vertical bank is allowing soil to erode beneath the sod. Erosion is causing small voids in the rear yard area near 1705 Timacuan Drive. I would recommend the bank restoration begin as soon as possible to avoid additional erosion within the rear yard areas. If delayed, the erosion could add significant costs to the project.
If you have any questions please call 321-302-2313. Thank you. Sincerely,
Robb & Taylor Engineering Solutions, Inc.

Robert F Robb
Robert F. Robb, P.E.
President

Robb & Taylor
Engineering Solutions, Inc.

American Shoreline Restoration Inc.
4521 PGA Blvd. Suite 134 • Palm Beach Gardens, FL 33418
1 - 888 - 753 - 7633 • FAX (561) 622 - 4848 • Email: ba33418@yahoo.com
October 30, 2023 Ed Grasser
Viera East Golf Club
5250 Murrell Road	Via email to: egrasser@vecdd.com Viera, FL 32955

RE: Shoreline erosion repair lake 37

Agreement

American Shoreline Restoration (ASR) agrees to repair a total of 1900 linear feet of eroded shoreline on lake 37 at Viera East Golf Club. The repair area begins at the fence on the north border of the clubhouse and continues south 1900 linear feet to the natural area adjacent to the storm water manhole cover.
Erosion repair will consist of 1 layer of permanent geo-tube that will conform to the State of Florida Water Management District specifications for “non bulkhead / lake maintenance” repair. The permanent geo-tube will be constructed of “404 woven” monofilament polypropylene.
In addition to the permanent geo-tube, the entire project will receive a “sacrificial” geo-tube layer to provide sufficient fill material used to match existing slope. Total land reclaimed will average 1 foot.
St. Augustine “Floratam” sod will be installed on the entire project. ASR will supervise all aspects of the sod installation.
The total “turn key” cost for the project is $44 per linear foot times 1900 linear feet = $83,600. An invoice for a 40% deposit of $33,400 will be emailed within 1 week of project start. An invoice for the balance due of $50,160 will be emailed upon project completion.

ASR scope of work includes all material, equipment, supplies, labor, sod purchase, and sod installation expense necessary to restore the shoreline according to the descriptions and pictures depicted in the ASR brochure and this Agreement.
ASR warrants all geo-tube installations against defects in material and workmanship, and will repair or replace, at our option, any such defects at no charge, for a period of fifteen (15) years after completion.
ASR will provide Certificates of Workers Compensation and General Liability with Viera East Golf Club as additional insured.
Project start date will be communicated to Ed Grasser. Project completion rate is approximately 100 linear feet per day, or 4 weeks total.

SUBMITTED BY:	ACCEPTED ON 	(date)
Viera East Golf Club
electronic signature -
William Anderson
_	                       William Anderson - President / Owner		By: 	 American Shoreline Restoration Inc.		Authorized Signature

Please email signed Agreement to ba33418@yahoo.com upon acceptance.

Section VIII

Section A

Viera East
Community Development Districy
Check Register Summary
November 11, 2023 through December 14, 2023

Fund	Date	Check #'s	Amount	

General Fund	
11/13/23	
4866-4871	
$	10,607.19	
	11/30/23	4872-4878	$	4,828.02	
	12/6/23	4879-4892	$	22,596.60	
	12/14/23	4893-4900	$	13,755.88	
Sub-Total	$	51,787.69	

Capital Reserve	
11/13/23	
188	
$	22,455.00	
	11/30/23	189	$	7,236.06	
	12/14/23	190	$	14,970.00	
Sub-Total	$	44,661.06	
Golf Course				
	11/16/23	31213-31236	$	37,481.11	
	11/30/23	31237-31262	$	49,910.15	
	12/6/23	31263-31277	$	12,180.93	
	12/14/23	31278-31305	$	59,327.94	
		Sub-Total	$	158,900.13	
				
Total			$	255,348.88	

CHECK	VEND#	.....INVOICE..... ...EXPENSED TO...		VENDOR NAME	STATUS	AMOUNT	....CHECK..... DATE			DATE	INVOICE	YRMO	DPT ACCT# SUB	SUBCLASS				AMOUNT	#
11/16/23 00195 11/16/23 3840858	202311 320-53800-34100	*	429.29
PEST CONTROL
ECOLAB PEST ELIMINATION DIV	429.29 004866
- - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - -
11/16/23 00210 11/09/23 75454 NO 202311 340-53800-43500	*	88.67
5240 MURRELL RD
FPL	88.67 004867

11/16/23 00126	11/01/23	
	11/01/23	
	11/01/23	
	11/01/23	
	11/01/23	
	11/01/23	
	11/01/23	
	11/01/23	

- - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - -
463	202311 310-51300-34000	*	9,146.17
MANAGEMENT FEES NOV23
463	202311 310-51300-35100	*	375.75
INFORMATION TECH NOV23
463	202311 310-51300-31700	*	83.33
DISSEMINATION SVC NOV23
463	202311 310-51300-35100	*	.15

202311 310-51300-42000	*	1.63	
202311 310-51300-42500	*	11.85	
202311 300-10100-10000	*	164.78	

OFFICE SUPPLIES 463
POSTAGE 463
COPIES 463
STATEMENT CLOSING
463	202311 310-51300-35100	*	96.30
WEBSITE
GOVERNMENTAL MANAGEMENT SERVICES	9,879.96 004868
- - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - -
11/16/23 00188 11/16/23 30900850 202311 340-53800-54100	*	80.34
UNIFORMS 11/16/23
11/16/23 30900850 202316 340-53800-54100	V	80.34-
UNIFORMS 11/16/23
UNIFIRST CORPORATION	.00 004869
- - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - -
11/16/23 00017 11/08/23 1317868	202311 320-53800-54100	*	48.62
UNIFORMS
VIERA EAST CDD - GOLF COURSE	48.62 004870
- - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - -
11/16/23 00188 11/16/23 30900850 202311 340-53800-54100	*	80.31
UNIFORMS 11/16/23
UNIFIRST CORPORATION	80.31 004871
- - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - -
11/30/23 00222 11/13/23 179405	202311 330-53800-47100	*	497.00
BASKETS
ALLEGRA-ROCKLEDGE	497.00 004872
- - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - -
11/30/23 00267 11/20/23 23-11-11 202311 340-53800-47900	*	375.00
30 YARD ROLLOFF
BERRY DISPOSAL	375.00 004873

CHECK	VEND#	.....INVOICE..... ...EXPENSED TO...		VENDOR NAME	STATUS	AMOUNT	....CHECK..... DATE			DATE	INVOICE	YRMO	DPT ACCT# SUB	SUBCLASS				AMOUNT	#
11/30/23 00034 11/08/23 122086 N 202311 340-53800-47300	*	198.22
1705 CRANE CREEK BLVD
CITY OF COCOA	198.22 004874
- - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - -
11/30/23 00296 11/15/23 9781554	202311 340-53800-47400	*	2,298.44
RAINBIRD
EVERBANK, N.A.	2,298.44 004875
- - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - -
11/30/23 00286 11/20/23 9788004	202311 340-53800-41000	*	1,229.05
TELEPHONE
FUSION, LLC	1,229.05 004876
- - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - -
11/30/23 00188 11/23/23 30900870 202311 340-53800-54100	*	80.31
UNIFORMS 11/23/23
UNIFIRST CORPORATION	80.31 004877
- - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - -
11/30/23 00288 11/30/23 12012023 202311 320-53800-48000	*	150.00
EVENT 12.1.23
WILL PURDY	150.00 004878
- - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - -
11/30/23 00291 11/30/23 12012023 202312 320-53800-48000	*	350.00
12.1.23 EVENT
ROCKSTAR KARAOKE ENTERTAINMENT LLC	350.00 004879
- - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - -
11/30/23 00291 11/30/23 12082023 202312 320-53800-48000	*	350.00
12.8.23 EVENT
ROCKSTAR KARAOKE ENTERTAINMENT LLC	350.00 004880
- - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - -
11/30/23 00291 11/30/23 12152023 202312 320-53800-48000	*	350.00
12.15.23 EVENT
ROCKSTAR KARAOKE ENTERTAINMENT LLC	350.00 004881
- - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - -
11/30/23 00291 11/30/23 12222023 202312 320-53800-48000	*	350.00
12.22.23 EVENT
ROCKSTAR KARAOKE ENTERTAINMENT LLC	350.00 004882
- - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - -
11/30/23 00291 11/30/23 12292023 202312 320-53800-48000	*	350.00
12.29.23 EVENT
ROCKSTAR KARAOKE ENTERTAINMENT LLC	350.00 004883
- - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - -
12/06/23 00285 11/30/23 1666	202311 340-53800-47300	*	1,800.00
GRASS CUTTING DEC23
A NEW LIFE LAWN CARE & MORE	1,800.00 004884
- - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - -
12/06/23 00299 11/15/23 ROK/1920 202311 340-53800-46000	*	53.26
AWG COPPER SPLIT BOLT
C.E.S.	53.26 004885

CHECK	VEND#	.....INVOICE..... ...EXPENSED TO...		VENDOR NAME	STATUS	AMOUNT	....CHECK..... DATE			DATE	INVOICE	YRMO	DPT ACCT# SUB	SUBCLASS				AMOUNT	#
12/06/23 00258 12/05/23 2023VIEN 202312 340-53800-49100	*	1,989.00 FY2023-24 ASSESSMENT
DANA BLICKLEY, CFA	1,989.00 004886
- - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - -
12/06/23 00040 12/01/23 459058	202311 330-53800-47200	*	10,623.59
MONTHLY SERVICES
ECOR INDUSTRIES, INC.	10,623.59 004887
- - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - -
12/06/23 00246 11/28/23 20921388 202311 340-53800-54500	*	1,099.81
FIRE AND BURGLARY ALARMS
MARLIN BUSINESS BANK	1,099.81 004888
- - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - -
12/06/23 00190 12/04/23 334552	202312 340-53800-46000	*	78.07
SHAKER SIPHON
NAPA AUTO PARTS	78.07 004889
- - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - -
12/06/23 00259 10/14/23 34 VECDD 202310 320-53800-48000	*	2,621.15 LIFESTYLE MGT & MKT
11/11/23 35 VECDD 202311 320-53800-48000	*	2,542.99 LIFESTYLE MGT & MKT
UNIQUE WEBB CONSULTING	5,164.14 004890
- - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - -
12/06/23 00188 11/30/23 30900889 202311 340-53800-54100	*	80.31
UNIFORMS 11/30/23
UNIFIRST CORPORATION	80.31 004891
- - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - -
12/06/23 00017 11/30/23 1344890	202311 320-53800-54100	*	38.76
SHIRTS FOR STAFF
VIERA EAST CDD - GOLF COURSE	38.76 004892

330-53800-47100	*	77.00	
330-53800-47100	*	190.00	

- - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - -
12/14/23 00222 12/06/23 179574	202312
BUSINESS CARDS 12/08/23 179512	202312
SIGNS
ALLEGRA-ROCKLEDGE	267.00 004893
- - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - -
12/14/23 00267 12/01/23 23-12-00 202312 340-53800-47900	*	375.00
30 YARD ROLLOFF
BERRY DISPOSAL	375.00 004894
- - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - -
12/14/23 00210 12/08/23 75454 DE 202312 340-53800-47300	*	57.83
5240 MURRELL RD
FPL	57.83 004895
- - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - -
12/14/23 00126 12/01/23 465	202312 310-51300-34000	*	9,146.17
MANAGEMENT FEES DEC23
VIER --VIERA EAST-- HHENRY

CHECK	VEND#	.....INVOICE..... ...EXPENSED TO...		VENDOR NAME	STATUS	AMOUNT	....CHECK..... DATE			DATE	INVOICE	YRMO	DPT ACCT# SUB	SUBCLASS				AMOUNT	#
12/01/23 465	202312 310-51300-35100	*	375.75
INFORMATION TECH DEC23
12/01/23 465	202312 310-51300-31700	*	83.33
DISSEMINATION SVC DEC23
GOVERNMENTAL MANAGEMENT SERVICES	9,605.25 004896
- - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - -
12/14/23 00290 12/13/23 12132023 202312 320-53800-48000	*	200.00
ENTERTAINMENT
LACEY CONNELLY	200.00 004897
- - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - -
12/14/23 00251 11/30/23 11302023 202311 310-51300-49200	*	122.49
MILEAGE
PEDRO LOPEZ	122.49 004898
- - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - -
12/14/23 00626 11/30/23 1844703	202310 310-51300-31500	*	3,048.00
ATTORNEY FEES
SHUTTS & BOWEN LLP	3,048.00 004899
- - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - -
12/14/23 00188 12/07/23 30900908 202312 340-53800-54100	*	80.31
UNIFORMS 12/7/23
UNIFIRST CORPORATION	80.31 004900
- - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - -
TOTAL FOR BANK A	51,787.69
TOTAL FOR REGISTER	51,787.69

VIER --VIERA EAST-- HHENRY

*** CHECK DATES 11/11/2023 - 12/14/2023 ***	VIERA EAST-SBA FUND
BANK C CAPITAL RESERVES
CHECK	VEND#	.....INVOICE..... ...EXPENSED TO...		VENDOR NAME	STATUS	AMOUNT	....CHECK..... DATE			DATE	INVOICE	YRMO	DPT ACCT# SUB	SUBCLASS				AMOUNT	#
11/13/23 00088	9/13/23 10203941 202311 300-13100-10200	*	22,455.00
60% DOWNPAYMENT
ACCURATE AIR CONDITIONING, HEATING,	22,455.00 000188
- - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - -
11/30/23 00002 11/30/23 Q-09349	202311 320-53800-60000	*	7,236.06 CONVEYOR/SWIVEL/CADDY
WESCO TURF, INC.	7,236.06 000189
- - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - -
12/14/23 00088 12/10/23 10203942 202312 300-13100-10200	*	14,970.00
RESTAURANT A/C
ACCURATE AIR CONDITIONING, HEATING,	14,970.00 000190
- - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - -
TOTAL FOR BANK C	44,661.06
TOTAL FOR REGISTER	44,661.06

VIER --VIERA EAST-- HHENRY

*** CHECK DATES 11/11/2023 - 12/14/2023 ***	VIERA EAST- GOLF COURSE
BANK B VIERA EAST-GOLF
CHECK	VEND#	.....INVOICE..... ...EXPENSED TO...		VENDOR NAME	STATUS	AMOUNT	....CHECK..... DATE			DATE	INVOICE	YRMO	DPT ACCT# SUB	SUBCLASS				AMOUNT	#
11/13/23 00808 11/13/23 11132023 202311 300-10100-11000	*	374.00
PETTY CASH 11.13.23
PETTY CASH	374.00 031212
- - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - -
11/16/23 00782 11/13/23 22222	202311 320-57200-51100	*	154.36
MATS
A LINEN CONNECTION	154.36 031213

300-14200-10000	*	1,628.94	
300-14200-10000	*	66.00	

- - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - -
11/16/23 01485 11/01/23 91677720 202311
SHIRTS 11/03/23 91678918 202311

ACUSHNET	COMPANY																				1,694.94	031214	
- - - - - - - - - - - - - -	- - - -	-	-	-	-	-	-	-	-	-	-	-	- -	-	-	-	-	-	-	- - - -	- - - - -	- - -	

GOLF BALLS
- - - - - - - - - - - - - - - - -
11/16/23 01371 11/12/23 15281725 202311 300-15500-10000	*	353.24
SECURITY
11/12/23 15281726 202311 300-15500-10000	*	34.33
SECURITY
11/12/23 15281726 202311 300-15500-10000	*	645.68
SECURITY
ADT SECURITY SERVICES	1,033.25 031215
- - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - -
11/16/23 00091	8/29/23 INV05742 202308 390-57200-54100	*	298.16
HATS
AHEAD LLC	298.16 031216
- - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - -
11/16/23 01380 10/19/23 1946	202310 320-57200-54500	*	95.00
BEEPING SOUND FIND
11/15/23 1953	202311 320-57200-54500	*	325.00
BATTERY BACK UP
BLACK HOLE MAKERS LLC	420.00 031217

11/16/23 00850	11/16/23	
	11/16/23	
	11/16/23	
	11/16/23	
	11/16/23	

202311	300-15500-10000	*	2,051.63	
202311	300-15500-10000	*	6,572.46	
202311	300-15500-10000	*	101.36	
202311	300-15500-10000	*	348.52	
202311	300-15500-10000	*	345.70	

- - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - -
2522305
2522305
2522746
2522746
2522747
2522747
2615419
2615419
2617168
2617168
BREVARD COUNTY TAX COLLECTOR	9,419.67 031218
- - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - -
11/16/23 01550 11/04/23 228755	202311 300-14100-10000	*	359.84
BREAD
VIER --VIERA EAST-- HHENRY

*** CHECK DATES 11/11/2023 - 12/14/2023 ***	VIERA EAST- GOLF COURSE
BANK B VIERA EAST-GOLF
CHECK	VEND#	.....INVOICE..... ...EXPENSED TO...		VENDOR NAME	STATUS	AMOUNT	....CHECK..... DATE			DATE	INVOICE	YRMO	DPT ACCT# SUB	SUBCLASS				AMOUNT	#
11/07/23 228756	202311 300-14100-10000	*	156.90
BREAD
CHUCK INDEPENDENT BREAD DIST, LLC	516.74 031219
- - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - -
11/16/23 01629	6/01/23 SUP00271 202306 340-57200-54000	*	649.00
GOLF MGMT SYSTEM
10/01/23 SUP00346 202310 340-57200-54000	*	649.00
GOLF MGMT SYSTEM
CLUB CADDIE	1,298.00 031220
- - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - -
11/16/23 01241 11/10/23 23NOV-65 202311 320-57200-46000	*	275.00
MONTHLY CLEANING NOV23
CRYSTAL HI RISE, INC.	275.00 031221
- - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - -
11/16/23 00076 11/08/23 8053 OCT 202310 300-13100-10500	*	543.61
2300 CLUBHOUSE DR
FLORIDA CITY GAS	543.61 031222

11/16/23 00035	11/09/23	
	11/09/23	
	11/09/23	
	11/09/23	
	11/09/23	
	11/09/23	
	11/09/23	
	11/09/23	

- - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - -
33189 NO 202311 330-57200-43000	*	799.42
2300 CLUBHOUSE DR
33189 NO 202311 340-57200-43000	*	799.42
2300 CLUBHOUSE DR
42334 NO 202311 330-57200-43000	*	56.49
2200 CLUBHOUSE DR
42334 NO 202311 300-11500-10000	*	32.33
2200 CLUBHOUSE DR
45156 NO 202311 390-57200-43000	*	2,305.92
5250 MURRELL RD
45156 NO 202311 300-13100-10000	*	576.47
5250 MURRELL RD
52104 NO 202311 340-57200-43000	*	1,062.27
2300 CLUBHOUSE DR
57086 NO 202311 320-57200-43000	*	28.42
4563 BRAYWICK CT
FPL	5,660.74 031223
- - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - -
11/16/23 00564 11/03/23 52735	202311 390-57200-47300	*	1,114.18
COMPLUS COARSE
GOLF SPECIALTIES, INC.	1,114.18 031224
- - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - -
11/16/23 01010 11/02/23 35217958 202311 320-57200-34100	*	120.31
INSURANCE
11/02/23 35217958 202311 300-13100-10000	*	120.32
INSURANCE
GREAT AMERICA LEASING CORPORATION	240.63 031225
- - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - -
VIER --VIERA EAST-- HHENRY

*** CHECK DATES 11/11/2023 - 12/14/2023 ***	VIERA EAST- GOLF COURSE
BANK B VIERA EAST-GOLF
CHECK	VEND#	.....INVOICE..... ...EXPENSED TO...		VENDOR NAME	STATUS	AMOUNT	....CHECK..... DATE			DATE	INVOICE	YRMO	DPT ACCT# SUB	SUBCLASS				AMOUNT	#
11/16/23 01071 11/01/23 464	202311 310-57200-31700	*	83.33
DISSEMINATION SVC NOV23
GOVERNMENTAL MANAGEMENT SERVICES	83.33 031226
- - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - -
11/16/23 01524 11/06/23 0051	202311 330-57200-12005	*	2,708.33
TAVERN MANAGEMENT
JEFFREY SPENCER	2,708.33 031227
- - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - -
11/16/23 01358 10/31/23 00114694 202310 390-57200-54200	*	40.19
CYLINDER RENTAL
NEXAIR, LLC	40.19 031228
- - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - -
11/16/23 01648 11/11/23 1104	202311 300-14100-10000	*	135.40
BREAD
11/16/23 260737	202311 300-14100-10000	*	248.00
BREAD
SC BREADS LLC	383.40 031229
- - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - -
11/16/23 01512 11/07/23 8592891	202311 390-57200-54600	*	90.72
CUSHMAN HAULER
THE HUNTINGTON NATIONAL BANK	90.72 031230
- - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - -
11/16/23 01207	9/08/23 002927	202309 390-57200-49300	*	1,695.00
TURF/PRO CLOUD
9/09/23 002967	202309 390-57200-47500	*	3,127.50
GLYCOFUZE
9/09/23 02969	202310 390-57200-47500	*	3,127.50
PROTESYM
TRIGON TURF SCIENCES, LLC	7,950.00 031231
- - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - -
11/16/23 00360	9/01/23 22398806 202309 390-57200-46000	*	645.02
TON DOUBLE DRUM SMOOTH
UNITED RENTALS INC	645.02 031232
- - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - -
11/16/23 00117 11/03/23 41171638 202311 390-57200-46000	*	141.84
COVER GEARBOX
WESCOTURF INC.	141.84 031233
- - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - -
11/16/23 00947 11/16/23 3840866	202311 330-57200-46400	*	95.11
PEST CONTROL
11/16/23 3840866	202311 340-57200-46400	*	95.11
PEST CONTROL
11/16/23 3840866	202311 390-57200-46500	*	159.90
PEST CONTROL
ECOLAB PEST ELIMINATION	350.12 031234
- - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - -
VIER --VIERA EAST-- HHENRY

*** CHECK DATES 11/11/2023 - 12/14/2023 ***	VIERA EAST- GOLF COURSE
BANK B VIERA EAST-GOLF
CHECK	VEND#	.....INVOICE..... ...EXPENSED TO...		VENDOR NAME	STATUS	AMOUNT	....CHECK..... DATE			DATE	INVOICE	YRMO	DPT ACCT# SUB	SUBCLASS				AMOUNT	#
11/16/23 01588 11/06/23 5459	202311 390-57200-47500	*	1,020.00
WETTING AGENT- NOVEMBER
11/06/23 5459	202311 300-15500-10000	*	1,020.00
WETTING AGENT- DECEMBER
TURF SOLUTIONS OF FLORIDA INC	2,040.00 031235
- - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - -
11/16/23 00807 11/09/23 30900832 202311 390-57200-54100	*	184.93
UNIFORMS 11/9/23
11/16/23 30900850 202311 390-57200-54100	*	194.44
UNIFORMS 11/14/23
UNIFIRST CORPORATION	379.37 031236

320-57200-51100	*	147.42	
320-57200-51100	*	138.56	

- - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - -
11/30/23 00782 11/20/23 22608	202311
MATS
11/27/23 23007	202311
MATS
A LINEN CONNECTION	285.98 031237
- - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - -
11/30/23 01485 11/13/23 91681277 202311 300-14200-10000	*	196.41
MERCHANDISE
ACUSHNET COMPANY	196.41 031238

202311	300-14100-10000	*	152.80	
202311	300-14100-10000	*	121.45	

- - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - -
11/30/23 01550 11/25/23 228757
BREAD 11/28/23 228758
BREAD
CHUCK INDEPENDENT BREAD DIST, LLC	274.25 031239

11/30/23 00024	11/13/23	
	11/13/23	
	11/13/23	
	11/13/23	
	11/15/23	

- - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - -
112664 N 202311 320-57200-43000	*	176.02
2300 CLUBHOUSE DR
112664 N 202311 330-57200-43000	*	176.02
2300 CLUBHOUSE DR
112664 N 202311 340-57200-43000	*	176.04
2300 CLUBHOUSE DR
70192 NO 202311 390-57200-43000	*	443.85
5600 MURRELL RD
141774 N 202311 320-57200-43000	*	78.60
4563 BRAYWICK CT
CITY OF COCOA UTILITIES	1,050.53 031240
- - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - -
11/30/23 01629 11/29/23 SUP00388 202311 340-57200-54000	*	649.00
GOLF MANAGEMENT SYSTEM
CLUB CADDIE	649.00 031241
- - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - -
11/30/23 01391 11/17/23 P1132604 202311 390-57200-46000	*	455.62
2 TURN REPAIR
VIER --VIERA EAST-- HHENRY

*** CHECK DATES 11/11/2023 - 12/14/2023 ***	VIERA EAST- GOLF COURSE
BANK B VIERA EAST-GOLF
CHECK	VEND#	.....INVOICE..... ...EXPENSED TO...		VENDOR NAME	STATUS	AMOUNT	....CHECK..... DATE			DATE	INVOICE	YRMO	DPT ACCT# SUB	SUBCLASS				AMOUNT	#

300-13100-10000	*	455.61	
390-57200-46000	*	315.58	
300-13100-10000	*	315.57	

11/17/23 P1132604 202311
2 TURN REPAIR
11/20/23 P1135204 202311
2 TURN REPAIR
11/20/23 P1135204 202311
2 TURN REPAIR
FLORIDA COAST EQUIPMENT INC	1,542.38 031242
- - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - -
11/30/23 00587 11/13/23 716577	202311 390-57200-46110	*	1,158.97
98 NON ETHANOL
11/13/23 716577	202311 300-13100-10000	*	570.84
98 NON ETHANOL
11/13/23 720527	202311 390-57200-46100	*	388.02
ULTRA LOW DIESEL
11/13/23 720527	202311 300-13100-10000	*	191.11
ULTRA LOW DIESEL
GLOVER OIL COMPANY INC	2,308.94 031243
- - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - -
11/30/23 00194 11/21/23 PINV0128 202311 390-57200-47400	*	744.22
COQUINA GRAVEL NOV
11/21/23 PINV0128 202311 300-15500-10000	*	744.22
COQUINA GRAVEL DEC
GOLF VENTURES INC	1,488.44 031244
- - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - -
11/30/23 01524 11/18/23 0052	202311 330-57200-12005	*	2,708.33
TAVERN MANAGEMENT
JEFFREY SPENCER	2,708.33 031245
- - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - -
11/30/23 00180 11/06/23 331314	202311 390-57200-46000	*	10.25
HOSE FITTINGS
NAPA AUTO PARTS	10.25 031246
- - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - -
11/30/23 00127 11/21/23 665772	202311 390-57200-46000	*	870.59
SUPPLIES
11/22/23 665807	202311 350-57200-46300	*	62.40
SUPPLIES
PRECISION	932.99 031247
- - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - -
11/30/23 99999 11/30/23 VOID	202311 000-00000-00000	C	.00 VOID CHECK
******INVALID VENDOR NUMBER******	.00 031248
- - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - -
11/30/23 01324 11/16/23 0534 STA 202311 320-57200-41000	*	239.00
CRICKET WIRELESS
11/16/23 0534 STA 202311 320-57200-41000	*	99.13
HULU
VIER --VIERA EAST-- HHENRY

*** CHECK DATES 11/11/2023 - 12/14/2023 ***	VIERA EAST- GOLF COURSE
BANK B VIERA EAST-GOLF

DATE	DATE	INVOICE	YRMO	DPT ACCT# SUB	SUBCLASS			AMOUNT	#	
	11/16/23	0534 STA 202311 320-57200-48000	*	20.00			
		CRAIGSLIST AD					
	11/16/23	0534 STA 202311 300-13100-10000	*	99.99			
		EMERGENCY LIGHTS					
	11/16/23	0534 STA 202311 390-57200-47100	*	98.38			
		IRRIGATION SUPPLIES					
	11/16/23	0534 STA 202311 390-57200-49800	*	34.55			
		SAFETY GLASSES					
	11/16/23	0534 STA 202311 300-13100-10000	*	172.34			
		LITTER PICK UP BAGS					
	11/16/23	0534 STA 202311 390-57200-51200	*	419.13			
		TOOLS MAINTENANCE					
	11/16/23	0534 STA 202311 390-57200-51100	*	170.92			
		MAINTENANCE					
	11/16/23	0534 STA 202311 390-57200-47100	*	26.73			
		IRRIGATION SUPPLIES					
	11/16/23	0534 STA 202311 390-57200-46000	*	18.99			
		ROCKER SWITCH					
	11/16/23	0534 STA 202311 300-13100-10000	*	48.49			
		SPRAY PAINT STENCIL					
	11/16/23	0534 STA 202311 300-13100-10000	*	149.00			
		STAMPS					
	11/16/23	0534 STA 202311 300-13100-10000	*	375.00			
		MAINT STAFF GIFT CARDS					
	11/16/23	0534 STA 202311 300-13100-10000	*	98.45			

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

BATTERY REPLACEMENTS

REGIONS BANK	2,070.10 031249

- - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - -
11/30/23 01648 11/17/23 42	202311 300-14100-10000	*	116.79
BREAD
SC BREADS LLC	116.79 031250
- - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - -
11/30/23 01334 11/13/23 13634297 202311 390-57200-51100	*	719.35
CHEMICALS NOV
11/13/23 13634297 202311 300-15500-10000	*	1,438.70
CHEMICALS DEC-JAN
11/14/23 13647380 202311 390-57200-51100	*	142.30- REIMB NUMBERED FLAG
SITEONE LANDSCAPE SUPPLY, LLC	2,015.75 031251
- - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - -
11/30/23 01369 10/18/23 7676995	202310 300-14200-10000	*	166.00
CLEVELAND
10/18/23 7676999	202310 300-14200-10000	*	88.00
CLEVELAND
10/20/23 7679649	202310 300-14200-10000	*	50.40
CG LAUNCHER XL HALO EA
VIER --VIERA EAST-- HHENRY

*** CHECK DATES 11/11/2023 - 12/14/2023 ***	VIERA EAST- GOLF COURSE
BANK B VIERA EAST-GOLF
CHECK	VEND#	.....INVOICE..... ...EXPENSED TO...		VENDOR NAME	STATUS	AMOUNT	....CHECK..... DATE			DATE	INVOICE	YRMO	DPT ACCT# SUB	SUBCLASS				AMOUNT	#
10/20/23 7679650	202310 300-14200-10000	*	60.40
CUSTOM CG LAUNCHER XL
11/09/23 7695413	202311 350-57200-51300	*	1,116.00
RANGE BALLS
11/16/23 7700823	202311 300-14200-10000	*	750.00
HATS
SRIXON/CLEVELAND GOLF/XXIO	2,230.80 031252

11/30/23 00130	11/14/23	
	11/14/23	
	11/14/23	
	11/14/23	
	11/14/23	
	11/21/23	
	11/21/23	
	11/21/23	

- - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - -
52271570 202311 330-57200-51050	*	88.66
PAPER
52271570 202311 330-57200-51100	*	30.02
OPER
52271570 202311 300-14100-10000	*	858.98
FOOD
52271570 202311 330-57200-43100	*	7.10
FUEL
52271570 202311 300-21700-10000	*	6.70
TAX
52273266 202311 330-57200-51050	*	85.99
PAPER
52273266 202311 300-14100-10000	*	904.06
FOOD
52273266 202311 330-57200-43100	*	7.10
FUEL
SYSCO	1,988.61 031253
- - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - -
11/30/23 00243	8/30/23 36900802 202308 300-14200-10000	*	738.00
GOFL BALLS
9/13/23 36926085 202309 300-14200-10000	*	639.94

202308	300-14200-10000	*	370.47	
202309	300-14200-10000	*	159.30	
TAYLOR MADE GOLF	COMPANY, INC			1,907.71	031254	

GLOVES 9/21/23 36882252
BALLS 9/26/23 36944253
BALLS

11/30/23 01512	11/13/23	
	11/13/23	
	11/13/23	
	11/13/23	
	11/13/23	

350-57200-46100	*	6,552.90	
390-57200-54600	*	6,541.14	

- - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - -
8601928	202311
2020 EZGO RXV
8601928	202311

	*	4,717.02	
	*	726.47	

EAST-- HHENRY	*	3,368.46	

TORO TURF EQUIPMENT
8601928	202311 390-57200-54600
2022 FMV TORO PACKAGE
8601928	202311 390-57200-54600
2022 CUSHMAN HAULER
8601928	202311 390-57200-54600
TORO TURF EQUIPMENT
VIER --VIERA

*** CHECK DATES 11/11/2023 - 12/14/2023 ***	VIERA EAST- GOLF COURSE
BANK B VIERA EAST-GOLF
CHECK	VEND#	.....INVOICE..... ...EXPENSED TO...		VENDOR NAME	STATUS	AMOUNT	....CHECK..... DATE			DATE	INVOICE	YRMO	DPT ACCT# SUB	SUBCLASS				AMOUNT	#
11/13/23 8601928	202311 350-57200-46100	*	355.00
2021 CUSHMAN REFRESHER
THE HUNTINGTON NATIONAL BANK	22,260.99 031255
- - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - -
11/30/23 00807 11/23/23 30900870 202311 390-57200-54100	*	300.08
UNIFORMS 11.23.23
UNIFIRST CORPORATION	300.08 031256
- - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - -
11/30/23 01558 11/10/23 50274704 202311 390-57200-54600	*	652.46
TRACTOR
WELLS FARGO FINANCIAL LEASING, INC.	652.46 031257
- - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - -
11/30/23 00117 11/17/23 41174066 202311 390-57200-47100	*	503.59
LID 15X21 GRAY
WESCOTURF INC.	503.59 031258
- - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - -
11/30/23 00982 10/25/23 45435514 202310 300-14200-10000	*	247.50
DYNA POWER DR
WILSON SPORTING GOODS	247.50 031259
- - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - -
11/30/23 01649 11/16/23 11157	202311 300-14100-10100	*	253.00
SPACE KOLSCH
11/16/23 11157	202311 330-57200-51100	*	25.00
NOBO TAP HANDLE
3 MAVINS' DISTRIBUTION INC.	278.00 031260
- - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - -
11/30/23 01532 12/01/23 2-25896	202312 390-57200-51160	*	2,593.00
DEC CLEANING SERVICES
JANI-KING OF ORLANDO	2,593.00 031261
- - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - -
11/30/23 01650 11/21/23 22918	202311 330-57200-46000	*	1,297.27
RE-PIPE OF NOZZLES
CINTAS	1,297.27 031262
- - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - -
12/06/23 00782 12/04/23 23414	202312 320-57200-51100	*	145.12
MATS
A LINEN CONNECTION	145.12 031263
- - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - -
12/06/23 01485	8/29/23 91643322 202308 300-14200-10000	*	3,796.47
MERCHANDISE
11/28/23 91687745 202311 300-14200-10000	*	53.40
SHIRTS
ACUSHNET COMPANY	3,849.87 031264
- - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - -
12/06/23 00987 12/01/23 28561	202312 320-57200-48000	*	330.00
1/6 PAGE AD DEC23
VIER --VIERA EAST-- HHENRY

*** CHECK DATES 11/11/2023 - 12/14/2023 ***	VIERA EAST- GOLF COURSE
BANK B VIERA EAST-GOLF
CHECK	VEND#	.....INVOICE..... ...EXPENSED TO...		VENDOR NAME	STATUS	AMOUNT	....CHECK..... DATE			DATE	INVOICE	YRMO	DPT ACCT# SUB	SUBCLASS				AMOUNT	#
12/01/23 28562	202312 320-57200-48000	*	433.50
1/4 PAGE AD DEC23
BLUEWATER CREATIVE GROUP INC	763.50 031265
- - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - -
12/06/23 00694 11/30/23 666034	202311 390-57200-46000	*	77.35
SPINDLE TUBE SPACER
PRECISION SMALL ENGINE CO., INC.	77.35 031266
- - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - -
12/06/23 01324 11/22/23 11222023 202311 300-14100-10000	*	760.18
FOOD PURCHASE
11/22/23 11222023 202311 330-57200-51025	*	227.24
KITCHEN SUPPLIES
11/22/23 11222023 202311 330-57200-51100	*	58.11
SUPPLIES
11/22/23 11222023 202311 330-57200-51050	*	89.54
PAPER PRODUCTS
REGIONS BANK	1,135.07 031267
- - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - -
12/06/23 01334 11/17/23 13647240 202311 390-57200-51100	*	67.00
FLAG JR SET TUBE RED
11/28/23 13646197 202311 390-57200-51100	*	161.45
FLAGS
SITEONE LANDSCAPE SUPPLY, LLC	228.45 031268
- - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - -
12/06/23 01369 10/25/23 7683111	202310 340-57200-51200	*	600.00
STAFF PROGRAM
SRIXON/CLEVELAND GOLF/XXIO	600.00 031269
- - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - -
12/06/23 01210 12/02/23 80724887 202312 320-57200-51000	*	232.99
SUPPLIES
STAPLES ADVANTAGE	232.99 031270

202311	300-14100-10200	*	638.20	
202311	330-57200-51050	*	78.65	
202311	300-14100-10000	*	569.64	
202311	330-57200-43100	*	7.10	

- - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - -
12/06/23 00130 11/29/23 52274854
BEV 11/29/23 52274854
PAPER 11/29/23 52274854
FOOD 11/29/23 52274854
FUEL
SYSCO	1,293.59 031271
- - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - -
12/06/23 00243 11/26/23 37012794 202311 300-14200-10000	*	363.48
GOLF BALLS
TAYLOR MADE GOLF COMPANY, INC	363.48 031272
- - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - -
VIER --VIERA EAST-- HHENRY

*** CHECK DATES 11/11/2023 - 12/14/2023 ***	VIERA EAST- GOLF COURSE
BANK B VIERA EAST-GOLF
CHECK	VEND#	.....INVOICE..... ...EXPENSED TO...		VENDOR NAME	STATUS	AMOUNT	....CHECK..... DATE			DATE	INVOICE	YRMO	DPT ACCT# SUB	SUBCLASS				AMOUNT	#
12/06/23 01512 11/28/23 8627453	202311 390-57200-54600	*	1,065.98
TORO REPLACEMENT
11/28/23 8627453	202311 390-57200-54600	*	242.06
2022 CUSHMAN SHUTTLE
THE HUNTINGTON NATIONAL BANK	1,308.04 031273
- - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - -
12/06/23 00068 11/28/23 9231823- 202312 320-57200-34100	*	721.97
8 YARD DUMPSTER
11/28/23 9232148- 202312 390-57200-47900	*	219.41
6 YARD DUMPSTER
WASTE MANAGEMENT	941.38 031274
- - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - -
12/06/23 00117 11/27/23 41174975 202311 390-57200-46000	*	326.67
MOUNT PIVOT
WESCOTURF INC.	326.67 031275

12/06/23	00982	9/29/23	
- - - - - - - -
12/06/23 01397	- - - -
11/28/23	

- - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - -
45432759 202309 300-14200-10000	*	497.12
GOLF BALLS
WILSON SPORTING GOODS	497.12 031276
- - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - -
827124	202311 350-57200-46100	*	43.81
1 YUSAS GOLF CAR
YAMAHA MOTOR FINANCE CORP, USA	43.81 031277
- - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - -
12/14/23 00782 12/11/23 23815	202312 320-57200-51100	*	138.56
MATS
A LINEN CONNECTION	138.56 031278
- - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - -
12/14/23 01485 11/21/23 91685132 202311 300-14200-10000	*	1,602.93
HATS
ACUSHNET COMPANY	1,602.93 031279
- - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - -
12/14/23 01553 12/01/23 02124631 202312 330-57200-41000	*	395.36
INTERNET & TV
CHARTER COMMUNICATIONS	395.36 031280

202312	300-14100-10000	*	201.40	
202312	300-14100-10000	*	113.66	
202312	300-14100-10000	*	64.20	
202312	300-14100-10000	*	165.60	

- - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - -
12/14/23 01550 12/02/23 228762
BREAD 12/05/23 228759
BREAD 12/08/23 228761
BREAD 12/12/23 228760
BREAD
CHUCK INDEPENDENT BREAD DIST, LLC	544.86 031281
- - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - -
VIER --VIERA EAST-- HHENRY

*** CHECK DATES 11/11/2023 - 12/14/2023 ***	VIERA EAST- GOLF COURSE
BANK B VIERA EAST-GOLF
CHECK	VEND#	.....INVOICE..... ...EXPENSED TO...		VENDOR NAME	STATUS	AMOUNT	....CHECK..... DATE			DATE	INVOICE	YRMO	DPT ACCT# SUB	SUBCLASS				AMOUNT	#
12/14/23 01241 12/10/23 23DEC-67 202312 320-57200-48000	*	275.00
MONTHLY WINDOW CLEANING
CRYSTAL HI RISE, INC.	275.00 031282
- - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - -
12/14/23 01651 12/07/23 12072023 202312 340-57200-51100	*	64.19
REIMBURSMENT
DAVID OWEN	64.19 031283

390-57200-54600		*	162.84		
390-57200-54600		*	47.20			
390-57200-54600		*	100.58			
DEX	IMAGING			310.62	031284	

- - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - -
12/14/23 01388 11/17/23 AR103779 202311
PRINTER LEASE 12/12/23 AR104890 202312
PRINTER LEASE 12/12/23 AR104931 202312
PRINTER LEASE
- - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - -
12/14/23 01340 12/07/23 0199311- 202312 350-57200-51300	*	1,398.58
DISC SET ASSEMBLY
EASY PICKER GOLF PRODUCTS, INC.	1,398.58 031285
- - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - -
12/14/23 01320 12/04/23 INV-0147 202312 300-14200-10000	*	330.04
SUNGLASSES
EPOCH EYEWEAR	330.04 031286
- - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - -
12/14/23 01033 12/08/23 20798	202312 310-57200-45000	*	136.00
INSURANCE RENEWAL
EGIS INSURANCE ADVISORS LLC	136.00 031287
- - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - -
12/14/23 00076 12/08/23 8053 NOV 202311 300-13100-10500	*	569.70
2300 CLUBHOUSE DR
FLORIDA CITY GAS	569.70 031288

12/14/23 00035	12/08/23	
	12/08/23	
	12/08/23	
	12/08/23	
	12/08/23	
	12/08/23	

- - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - -
33189 DE 202312 330-57200-43000	*	636.53
2300 CLUBHOUSE DR
33189 DE 202312 340-57200-43000	*	636.54
2300 CLUBHOUSE DR
42334 DE 202312 320-57200-43000	*	63.57
2200 CLUBHOUSE DR
42334 DE 202312 300-11500-10000	*	36.38
2200 CLUBHOUSE DR
45156 DE 202312 390-57200-43000	*	1,957.77
5250 MURRELL RD
45156 DE 202312 300-13100-10000	*	489.45
5250 MURRELL RD
12/08/23 52104 DE 202312 340-57200-43000	*	748.92
2300 CLUBHOUSE DR
VIER --VIERA EAST-- HHENRY

*** CHECK DATES 11/11/2023 - 12/14/2023 ***	VIERA EAST- GOLF COURSE
BANK B VIERA EAST-GOLF
CHECK	VEND#	.....INVOICE..... ...EXPENSED TO...		VENDOR NAME	STATUS	AMOUNT	....CHECK..... DATE			DATE	INVOICE	YRMO	DPT ACCT# SUB	SUBCLASS				AMOUNT	#
12/08/23 57086 DE 202312 320-57200-43000	*	28.30
4563 BRAYWICK CT
FPL	4,597.46 031289
- - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - -
12/14/23 01652 11/30/23 00060641 202311 320-57200-48000	*	400.00
AD
GANNET FLORIDA LOCALIQ	400.00 031290
- - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - -
12/14/23 01010 12/04/23 35428590 202312 320-57200-34100	*	120.31
INSURANCE
12/04/23 35428590 202312 300-13100-10000	*	120.32
INSURANCE
GREAT AMERICA LEASING CORPORATION	240.63 031291
- - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - -
12/14/23 01071 12/01/23 466	202312 310-57200-31700	*	83.33
DISSEMINATION SVC DEC23
GOVERNMENTAL MANAGEMENT SERVICES	83.33 031292

12/14/23 00483	11/25/23	
	11/25/23	
	11/25/23	
	11/25/23	
	11/25/23	
	11/25/23	
	11/25/23	

- - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - -
11252023 202311 300-13100-10000	*	51.28
11.25.23
11252023 202311 330-57200-51100	*	15.62
11.25.23
11252023 202311 390-57200-51150	*	114.13
11.25.23
11252023 202311 340-57200-46000	*	21.09
11.25.23
11252023 202311 390-57200-47100	*	71.69
11.25.23
11252023 202311 340-57200-51100	*	77.37
11.25.23
11252023 202311 390-57200-51100	*	21.02
11.25.23
LOWE'S	372.20 031293
- - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - -
12/14/23 01619 12/04/23 23-23248 202312 300-14200-10000	*	118.32
SHAKER 150 STEP TEES
MARTINI GOLF TEES, INC.	118.32 031294
- - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - -
12/14/23 01358 11/30/23 00115577 202311 390-57200-54200	*	38.92
CYLINDER RENTAL
NEXAIR, LLC	38.92 031295
- - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - -
12/14/23 01514 12/07/23 0257271- 202312 390-57200-47500	*	2,173.00
MACROSI5LTR
NOBLE TURF, LLC	2,173.00 031296
- - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - -
VIER --VIERA EAST-- HHENRY

*** CHECK DATES 11/11/2023 - 12/14/2023 ***	VIERA EAST- GOLF COURSE
BANK B VIERA EAST-GOLF
CHECK	VEND#	.....INVOICE..... ...EXPENSED TO...		VENDOR NAME	STATUS	AMOUNT	....CHECK..... DATE			DATE	INVOICE	YRMO	DPT ACCT# SUB	SUBCLASS				AMOUNT	#
12/14/23 00808 12/08/23 036919	202312 300-10100-11000	*	500.00
PETTY CASH
PETTY CASH	500.00 031297
- - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - -
12/14/23 00176 12/11/23 26752312 202312 390-57200-46000	*	69.43
AUTOMOTIVE CORE
ROYAL BATTERY DISTRIBUTORS	69.43 031298

12/14/23 01334	11/28/23	
	11/28/23	
	11/28/23	
	11/28/23	
	11/28/23	
	11/28/23	
	11/28/23	
	11/28/23	
	11/29/23	
	11/29/23	

- - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - -
13603243 202311 390-57200-47500	*	3,338.81
CHEMICALS DEC
13603243 202311 300-15500-10000	*	30,049.26
CHEMICALS JAN-SEPT
13603254 202311 390-57200-47500	*	353.33
FUNGICIDE DEC
13603254 202311 300-15500-10000	*	706.67
FUNGICIDE JAN-FEB
13603260 202311 390-57200-47500	*	450.67
INSECTICIDE DEC
13603260 202311 300-15500-10000	*	901.33
INSECTICIDE JAN-FEB
13603269 202311 390-57200-47500	*	775.28
CHEMICALS DEC
13603269 202311 300-15500-10000	*	3,876.41
CHEMICALS JAN-MAY
13603269 202311 390-57200-47500	*	743.38
HERBICIDE DEC
13603269 202311 300-15500-10000	*	1,486.76
HERBICIDE JAN-FEB

12/14/23 00130	12/05/23	
	12/05/23	
	12/05/23	
	12/05/23	
	12/05/23	

- - - - - - - - - - - - - - - - -
52276549
BEV 52276549
PAPER 52276549
FOOD 52276549
TAX 52276549
FUEL

SITEONE LANDSCAPE SUPPLY, LLC	42,681.90 031299

202312	330-57200-51050	*	209.22	
202312	300-14100-10000	*	727.62	
202312	300-21700-10000	*	12.34	
202312	330-57200-43100	*	7.10	

- - - - - - - - - - - - - - - - - - - - - - - - -	-	-	-	-	- -	-	-	-	-	-	-	- - - -	
202312 300-14100-10200					*							34.82	

- - - - - - - -

SYSCO	991.10 031300

- - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - -
12/14/23 01512 12/08/23 8640965	202312 390-57200-54600	*	90.72
CUSHMAN HAULER
THE HUNTINGTON NATIONAL BANK	90.72 031301
- - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - -
VIER --VIERA EAST-- HHENRY

*** CHECK DATES 11/11/2023 - 12/14/2023 ***	VIERA EAST- GOLF COURSE
BANK B VIERA EAST-GOLF
CHECK	VEND#	.....INVOICE..... ...EXPENSED TO...		VENDOR NAME	STATUS	AMOUNT	....CHECK..... DATE			DATE	INVOICE	YRMO	DPT ACCT# SUB	SUBCLASS				AMOUNT	#
12/14/23 00807 11/30/23 30900889 202311 390-57200-54100	*	209.12
UNIFORMS 12/7/23
12/07/23 30900908 202312 390-57200-54100	*	209.12
UNIFORMS 12/7/23
UNIFIRST CORPORATION	418.24 031302
- - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - -
12/14/23 00116 12/14/23 43713288 202312 340-57200-54000	*	150.00
MEMBERSHIP 24
USGA CLUB MEMBERSHIP	150.00 031303
- - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - -
12/14/23 00117 12/05/23 41176674 202312 390-57200-46000	*	569.35
ROLL PIN
WESCOTURF INC.	569.35 031304
- - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - -
12/14/23 00982 10/06/23 45433530 202310 320-57200-49000	*	67.50
RETURN SHIPPING
WILSON SPORTING GOODS	67.50 031305
- - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - -
TOTAL FOR BANK B	158,900.13
TOTAL FOR REGISTER	158,900.13

VIER --VIERA EAST-- HHENRY

Section B

Viera East
Community Development District

Unaudited Financial Reporting
November 30, 2023

Table of Contents

1

2-4

5

6

7

8

9-12

13

14-15

16-18

19

20

21

22

	Balance Sheet

	General Fund

	Capital Reserve

	Capital Reserve Check Register

	Debt Service Series 2020

	Capital Projects Series 2020

	Golf Course

	Restaurant 

	Month to Month- General Fund

	Month to Month- Golf Course

	Month to Month- Restaurant

	Month to Month- Proshop

	Long Term Debt Report

	Assessment Receipt Schedule

23		Prior Month/Year Comparisons

Viera East
Community Development District Combined Balance Sheet November 30, 2023

General Fund

Capital Reserve Fund

Debt Service Fund

Capital Projects Fund

Golf Course/ Recreation Fund

Totals Governmental Funds

Assets:
Cash:
Operating Account	

$	917,573	

$	-	

$	-	

$	-	

$	293,870	

$	1,211,443	
Capital Reserve Account	$	-	$	1,203,382	$	-	$	-	$	-	$	1,203,382	
Accounts Receivable	$	-	$	-	$	-	$	-	$	279	$	279	
Due from Capital Projects	$	-	$	159,927	$	-	$	-	$	2,525	$	162,452	
Due from Capital Reserve	$	-	$	-	$	-	$	-	$	16,851	$	16,851	
Due from Golf Course	$	28,138	$	-	$	-	$	-	$	-	$	28,138	
Due from General Fund	$	-	$	5,846	$	149,441	$	-	$	390,499	$	545,786	
Due from Other	$	-	$	-	$	-	$	-	$	10,167	$	10,167	
Prepaid Expenses	$	14,269	$	-	$	-	$	-	$	182,567	$	196,837	
Inventory- Pro Shop	$	-	$	-	$	-	$	-	$	54,938	$	54,938	
Inventory- Hook & Eagle
Investments:	$	-	$	-	$	-	$	-	$	60,208	$	60,208	
State Board of Administration Series 2012	$	-	$	129,343	$	-	$	-	$	-	$	129,343	
Reserve	$	-	$	-	$	-	$	-	$	282,685	$	282,685	
Benefit Assessment	$	-	$	-	$	-	$	-	$	70	$	70	
Bond Service	$	-	$	-	$	-	$	-	$	5,654	$	5,654	
Recreation Fees	$	-	$	-	$	-	$	-	$	82,531	$	82,531	
Series 2020													
Reserve	$	-	$	-	$	236,735	$	-	$	-	$	236,735	
Temporary Interest	$	-	$	-	$	348	$	-	$	-	$	348	
Bond Service	$	-	$	-	$	13,210	$	-	$	-	$	13,210	
Project	$	-	$	-	$	-	$	249,518	$	-	$	249,518	
Improvements (Net of Depreciation)	$	-	$	-	$	-	$	-	$	1,447,320	$	1,447,320	
Total Assets	$	959,980	$	1,498,498	$	399,734	$	249,518	$	2,830,163	$	5,937,893	
Liabilities:
Accounts Payable	
$	20,361	
$	-	
$	-	
$	-	
$	53,283	
$	73,644	
Accrued Expenses	$	3,058	$	-	$	-	$	-	$	1,617	$	4,675	
Deferred Revenue- Season Advance	$	-	$	-	$	-	$	-	$	71,959	$	71,959	
Deferred Revenue- Special Assessment O&M	$	-	$	-	$	-	$	-	$	15,199	$	15,199	
Deferred Revenue- Special Assessment Debt	$	-	$	-	$	-	$	-	$	15,423	$	15,423	
Deposit- Divots Grill	$	-	$	-	$	-	$	-	$	1,814	$	1,814	
Due to General Fund	$	-	$	-	$	-	$	-	$	28,137	$	28,137	
Due to Golf Course	$	390,499	$	19,376	$	-	$	-	$	-	$	409,875	
Due to Debt Service	$	149,441	$	-	$	-	$	-	$	-	$	149,441	
Due to Capital Reserve	$	5,846	$	-	$	-	$	159,927	$	-	$	165,774	
Accrued Interest Payable	$	-	$	-	$	-	$	-	$	35,521	$	35,521	
Accrued Principal Payable	$	-	$	-	$	-	$	-	$	81,667	$	81,667	
Accrued Payroll Payable	$	12,869	$	-	$	-	$	-	$	32,702	$	45,571	
Notes Payable	$	-	$	-	$	-	$	-	$	376,381	$	376,381	
Sales Tax Payable	$	-	$	-	$	-	$	-	$	18,107	$	18,107	
Event Deposits	$	-	$	-	$	-	$	-	$	4,268	$	4,268	
Bonds Payable- Series 2012	$	-	$	-	$	-	$	-	$	2,025,000	$	2,025,000	
Bond Discount	$	-	$	-	$	-	$	-	$	(8,854)	$	(8,854)	
Deferred Loss	$	-	$	-	$	-	$	-	$	(83,163)	$	(83,163)	
Total Liabilites	$	582,074	$	19,376	$	-	$	159,927	$	2,669,061	$	3,430,438	
Fund Balance:
Nonspendable:							
Prepaid Items	$	14,269	$	-	$	-	$	-	$	-	$	14,269	
Debt Service - Series 2020	$	-	$	-	$	399,734	$	-	$	-	$	399,734	
Capital Projects - Series 2020	$	-	$	-	$	-	$	89,590	$	-	$	89,590	
Assigned for:
Capital Reserves	$	-	$	1,479,122	$	-	$	-	$	-	
$	1,479,122	
Unassigned	$	363,637	$	-	$	-	$	-	$	161,102	$	524,739	
Total Fund Balances	$	377,906	$	1,479,122	$	399,734	$	89,590	$	161,102	$	2,507,454	
							
Total Liabilities & Fund Balance	$	959,980	$	1,498,498	$	399,734	$	249,518	$	2,830,162	$	5,937,893	

Restricted for:

1

Revenues:		
Maintenance Assessments	$	1,378,973	$	314,324	$	314,324	$	-	
Golf Course Administrative Services	$	56,280	$	9,380	$	9,380	$	0	
Donations for Park Materials	$	5,000	$	833	$	-	$	(833)	
Miscellaneous Income- Farmers Market	$	20,000	$	3,333	$	3,813	$	480	
Interest Income	$	100	$	17	$	-	$	(17)	
Total Revenues	$	1,460,353	$	327,887	$327,517	$	(370)	

Expenditures:						
General & Administrative:						
Supervisors Fees	$	30,519	$	5,087	$	3,934	$	1,152	
Engineering Fees	$	5,000	$	833	$	1,000	$	(167)	
Attorney's Fees	$	20,000	$	3,333	$	3,048	$	285	
Dissemination	$	1,000	$	167	$	167	$	0	
Trustee Fees	$	5,600	$	933	$	933	$	(0)	
Annual Audit	$	14,000	$	2,333	$	2,333	$	(0)	
Collection Agent	$	2,500	$	417	$	417	$	0	
Management Fees	$	109,754	$	18,292	$	18,292	$	(0)	
Postage	$	2,000	$	333	$	152	$	181	
Printing & Binding	$	2,500	$	417	$	54	$	363	
Insurance- Liability	$	10,368	$	1,728	$	1,520	$	208	
Legal Advertising	$	2,500	$	417	$	-	$	417	
Other Current Charges	$	750	$	125	$	173	$	(48)	
Office Supplies	$	1,500	$	250	$	937	$	(687)	
Dues & Licenses	$	175	$	29	$	175	$	(146)	
Information Technology	$	4,509	$	751	$	848	$	(96)	
Total General & Administrative	$	212,675	$	35,446	$	33,983	$	1,463	

Operations & Maintenance		
Operating Expenditures		
Salaries	$	168,699	$	28,117	$	26,653	$	1,464	
Administration Fee	$	1,228	$	205	$	132	$	73	
FICA Expense	$	12,905	$	2,151	$	2,513	$	(362)	
Health Insurance	$	10,000	$	1,667	$	1,485	$	181	
Workers Compensation	$	3,348	$	558	$	519	$	39	
Unemployment	$	1,078	$	180	$	-	$	180	
Retirement Contribution	$	5,061	$	843	$	-	$	843	
Other Contractual	$	12,000	$	2,000	$	1,099	$	901	
Marketing- Lifestyle/Amenities	$	75,000	$	12,500	$	12,709	$	(209)	
Uniforms	$	500	$	83	$	168	$	(84)	
Subtotal Field Expenditures	$	289,819	$	48,303	$	45,278	$	3,026	

Maintenance Expenditures					
Canal Maintenance	$	14,000	$	2,333	$	-	$	2,333	
Lake Bank Restoration	$	164,000	$	27,333	$	-	$	27,333	
Lake Bank Education Project	$	8,000	$	1,333	$	-	$	1,333	
Environmental Services	$	20,000	$	3,333	$	497	$	2,836	
Water Management System	$	132,000	$	22,000	$	22,149	$	(149)	
Midge Control	$	10,000	$	1,667	$	-	$	1,667	
Contingencies	$	2,000	$	333	$	1,805	$	(1,472)	
Fire Line Management	$	3,500	$	583	$	-	$	583	
Basin Repair	$	3,000	$	500	$	-	$	500	
Subtotal Maintenance Expenditures	$	356,500	$	59,417	$	24,452	$	34,965	

Grounds Maintenance Expenditures		
Salaries	$	222,718	$	37,120	$	31,860	$	5,260	
Bonus Program	$	-	$	-	$	41,823	$	(41,823)	
Administrative Fees	$	2,320	$	387	$	317	$	70	
FICA	$	18,958	$	3,160	$	2,942	$	217	
Health Insurance	$	17,975	$	2,996	$	4,031	$	(1,036)	
Workers Compensation	$	4,420	$	737	$	607	$	129	
Unemployment	$	2,484	$	414	$	-	$	414	
Retirement Contribution	$	6,682	$	1,114	$	-	$	1,114	
Telephone	$	13,000	$	2,167	$	2,325	$	(158)	
Utilities	$	15,000	$	2,500	$	1,616	$	884	
Property Appraiser	$	1,990	$	332	$	-	$	332	
Insurance- Property	$	3,411	$	569	$	599	$	(30)	
Repairs	$	25,000	$	4,167	$	4,484	$	(317)	
Fuel	$	21,000	$	3,500	$	2,387	$	1,113	
Park Maintenance	$	45,000	$	7,500	$	3,600	$	3,900	
Sidewalk Repair	$	10,000	$	1,667	$	-	$	1,667	
Chemicals	$	4,000	$	667	$	172	$	494	
Contingencies	$	5,000	$	833	$	375	$	458	
Refuse	$	12,000	$	2,000	$	1,125	$	875	
Office Supplies	$	500	$	83	$	-	$	83	
Uniforms	$	3,000	$	500	$	803	$	(303)	
Fire Alarm System	$	7,500	$	1,250	$	1,611	$	(361)	
Rain Bird Pump System	$	27,585	$	4,597	$	4,597	$	1	
Park Materials	$	10,000	$	1,667	$	-	$	1,667	
Bay Hill Flow Way Maintenance	$	25,000	$	4,167	$	-	$	4,167	
Subtotal Grounds Maintenance Expenditures	$	504,542	$	84,090	$	105,275	$	(21,185)	
					
Total Operations & Maintenance	$	1,150,861	$	191,810	$	175,004	$	16,806	
					
Total Expenditures	$	1,363,536	$	227,256	$	208,988	$	18,268	
					
Excess (Deficiency) of Revenues over Expenditures	$	96,816		$	118,529		

Other Financing Sources/(Uses):

Transfer In/(Out)- Capital Reserve	

$	(96,816)	

$	-	

$	-	

$	-	
Total Other Financing Sources/(Uses)	$	(96,816)	$	-	$	-	$	-	
					
Net Change in Fund Balance	$	-		$	118,529		
					
Fund Balance - Beginning	$	-		$	259,377		
					
Fund Balance - Ending	$	-		$	377,906		

Capital Reserve Fund
Statement of Revenues, Expenditures, and Changes in Fund Balance
For The Period Ending November 30, 2023

Adopted	Prorated Budget	Actual	
Budget	Thru 11/30/23	Thru 11/30/23	Variance	

Revenues		
Interest	$	500	$	83	$	613	$	529	
Total Revenues	$	500	$	83	$	613	$	529	

Expenditures:					
Capital Outlay	$	100,000	$	28,571	$	24,087	$	4,484	
Truck Maintenance	$	25,000	$	7,143	$	-	$	7,143	
Sign Project	$	20,000	$	5,714	$	-	$	5,714	
Total Expenditures	$	145,000	$	28,571	$	24,087	$	4,484	
					
Excess (Deficiency) of Revenues over Expenditures	$	(144,500)		$	(23,475)		

Other Financing Sources/(Uses)					
Transfer In/(Out)- General Fund	$	96,816	$	-	$	-	$	-	
Transfer In/(Out)- Golf Course	$	140,691	$	-	$	-	$	-	
Total Other Financing Sources (Uses)	$	237,508	$	-	$	-	$	-	
					
Net Change in Fund Balance	$	93,008		$	(23,475)		
					
Fund Balance - Beginning	$	1,570,109		$	1,502,597		
					
Fund Balance - Ending	$	1,663,117		$	1,479,122		

Viera East
Community Development District Capital Reserve Fund
Capital Outlay Check Register Detail
For The Period Ending November 30, 2023

Check

Amount

Detail

Vendor

Date

10/16/23	US Foods	Hood Range	$	16,851.33	
11/30/23	Wesco Turf, Inc	Conveyor/Swivel/Caddy	$	7,236.06	

Total	$	24,087.39

Viera East
Community Development District Debt Service Fund Series 2020
Statement of Revenues, Expenditures, and Changes in Fund Balance
For The Period Ending November 30, 2023

	Adopted	Prorated Budget	Actual		
	Budget	Thru 11/30/23	Thru 11/30/23	Variance	

Revenues:					
Assessments - Tax Roll	$	655,615	$	149,441	$	149,441	$	-	
Interest	$	500	$	83	$	2,982	$	2,899	
Total Revenues	$	656,115	$	149,525	$	152,423	$	2,899	

Expenditures:					
Interest - 11/1	$	85,558	$	85,558	$	85,558	$	-	
Principal - 5/1	$	475,000	$	-	$	-	$	-	
Interest - 5/1	$	85,558	$	-	$	-	$	-	
Total Expenditures	$	646,115	$	85,558	$	85,558	$	-	
					
Excess (Deficiency) of Revenues over Expenditures	$	10,000		$	66,866		

Other Financing Sources/(Uses):					
Transfer In/(Out)	$	-	$	-	$	-	$	-	
Total Other Financing Sources/(Uses)	$	-	$	-	$	-	$	-	
					
Net Change in Fund Balance	$	10,000		$	66,866		
					
Fund Balance - Beginning	$	93,497		$	332,868		
					
Fund Balance - Ending	$	103,497		$	399,734		

Viera East
Community Development District Capital Projects Fund Series 2020
Statement of Revenues, Expenditures, and Changes in Fund Balance
For The Period Ending November 30, 2023

Adopted	Prorated Budget	Actual	
Budget	Thru 11/30/23	Thru 11/30/23	Variance	

Revenues		
Developer Contributions	$	-	$	-	$	-	$	-	
Interest	$	-	$	-	$	3,771	$	3,771	
Total Revenues	$	-	$	-	$	3,771	$	3,771	

Expenditures:					
Capital Outlay	$	-	$	-	$	165,733	$	(165,733)	
Total Expenditures	$	-	$	-	$	165,733	$	(165,733)	
					
Excess (Deficiency) of Revenues over Expenditures	$	-	$	(161,962)		

Other Financing Sources/(Uses)					
Transfer In/(Out)	$	-	$	-	$	-	$	-	
Total Other Financing Sources (Uses)	$	-	$	-	$	-	$	-	
					
Net Change in Fund Balance	$	-	$	(161,962)		
					
Fund Balance - Beginning	$	-	$	251,552		
					
Fund Balance - Ending	$	-	$	89,590		

Year- to - Date	
Prorated Budget	Actual	
Thru 11/30/23	Thru 11/30/23	Variance	

$	345,486	$	320,173	$	(25,313)	

$	20,392	$	16,542	$	3,850	

		Current Month				
	Adopted		Prorated Budget		Actual						
	Budget		November 2023	No	vember 2023	Variance					

Number of Rounds
Paid Rounds	

35,250		

2,358		

2,455	

97		

4,671	

5,876	

1,205	
Member Rounds	10,000		669		317	(352)		1,325	621	(704)	
Comp Rounds Revenue per Round Paid Rounds	3,000

$	50		201

$65		105

$55	(96)

(9)		398

$60	137

$44	(261)

(16)	
Revenues:											
Greens Fees	$	1,863,778		$	152,830		$  135,971	$	(16,859)		$	280,499	$	256,403	$	(24,096)	
Gift Cards- Sales	$	25,750		$	2,112		$	119	$	(1,993)		$	3,875	$	523	$	(3,353)	
Gift Cards- Usage	$	(25,750)		$	(2,112)		$	(297)	$	1,815		$	(3,875)	$	(1,804)	$	2,072	
Season Advance/Trail Fees	$	150,000		$	12,300		$	11,527	$	(773)		$	22,575	$	24,073	$	1,498	
Associate Memberships	$	42,000		$	3,444		$	2,632	$	(812)		$	6,321	$	5,303	$	(1,018)	
Driving Range	$	82,400		$	6,757		$	5,479	$	(1,278)		$	12,401	$	11,858	$	(543)	
Golf Lessons	$	2,163		$	177		$	210	$	33		$	326	$	210	$	(116)	
Merchandise Sales	$	118,450		$	9,713		$	10,121	$	408		$	17,827	$	19,148	$	1,321	
Assessments -Recreation Operating	$	18,239		$	1,519		$	1,520	$	1		$	3,039	$	3,040	$	1	
Miscellaneous Income	$	15,000		$	1,250		$	1,181	$	(68)		$	2,499	$	1,420	$	(1,079)	
Total Revenues	$	2,292,030										

Expenditures:											
General Expenditures:											
Other Contractual Services	$	20,000		$	1,666		$	893	$	773		$	3,332	$	1,735	$	1,597	
Telephone	$	2,500		$	208		$	338	$	(130)		$	417	$	668	$	(252)	
Utilities	$	5,400		$	450		$	283	$	167		$	900	$	580	$	320	
Repairs & Maintenance	$	15,000		$	1,250		$	275	$	975		$	2,499	$	550	$	1,949	
Bank Charges	$	45,000		$	3,749		$	4,128	$	(379)		$	7,497	$	7,576	$	(79)	
Office Supplies	$	4,500		$	375		$	84	$	291		$	750	$	244	$	505	
Operating Supplies	$	4,000		$	333		$	626	$	(293)		$	666	$	1,676	$	(1,010)	
Dues, Licenses & Subscriptions	$	9,500		$	791		$	649	$	142		$	1,583	$	2,147	$	(564)	
Drug Testing- All departments	$	500		$	42		$	-	$	42		$	83	$	-	$	83	
Training, Education & Employee Relations	$	9,000		$	750		$	-	$	750		$	1,499	$	600	$	899	
Contractual Security	$	4,000		$	333		$	344	$	(11)		$	666	$	344	$	322	
IT Services	$	3,000		$	250		$	325	$	(75)		$	500	$	420	$	80	
Subtotal General Expenditures	$	122,400										
				
9							

9

$	36,176	$	36,315	$	(139)	

$	56,568	$	52,857	$	3,711	

$	87,058	$	84,839	$	2,218	

$	14,994	$	21,266	$	(6,272)	

Budget

Adopted

Current Month	
Prorated Budget	Actual		
November 2023	November 2023	Variance	

 
Year- to - Date	
Prorated Budget	Actual	
Thru 11/30/23	Thru 11/30/23	Variance	

Administrative Expenditures:

Legal Fees	

$	1,500		

$	125	

$	-	

$	125		

$	250	

$	-	

$	250	
Arbitrage	$	600		$	50	$	50	$	(0)		$	100	$	100	$	(0)	
Dissemination	$	1,000		$	83	$	83	$	(0)		$	167	$	167	$	(0)	
Trustee Fees	$	4,100		$	342	$	342	$	(0)		$	683	$	683	$	(0)	
Annual Audit	$	5,000		$	417	$	417	$	(0)		$	833	$	833	$	(0)	
Golf Course Administrative Services	$	56,280		$	4,688	$	4,690	$	(2)		$	9,376	$	9,380	$	(4)	
Insurance	$	133,663		$	11,134	$	12,148	$	(1,014)		$	22,268	$	24,296	$	(2,027)	
Property Taxes	$	15,000		$	1,250	$	856	$	393		$	2,499	$	856	$	1,643	
Subtotal Administrative Expenditures	$	217,143									
										
Total General & Administrative	$	339,543									

Operations & Maintenance										
Golf Operations Expenditures
Salaries	

$	306,020		

$	25,491	

$	24,181	

$	1,311		

$	50,983	

$	55,005	

$	(4,022)	
Administrative Fee	$	12,876		$	1,073	$	1,031	$	41		$	2,145	$	2,110	$	36	
FICA Expense	$	22,509		$	1,875	$	2,516	$	(641)		$	3,750	$	4,240	$	(490)	
Health Insurance	$	12,632		$	1,052	$	1,038	$	14		$	2,104	$	1,763	$	341	
Workers Compensation	$	5,890		$	491	$	207	$	284		$	981	$	563	$	418	
Unemployment	$	10,828		$	902	$	580	$	322		$	1,804	$	1,021	$	783	
Golf Printing	$	2,500		$	208	$	-	$	208		$	417	$	-	$	417	
Utilities	$	22,500		$	1,874	$	2,038	$	(163)		$	3,749	$	3,632	$	117	
Repairs	$	1,000		$	83	$	21	$	62		$	167	$	34	$	132	
Pest Control	$	1,300		$	108	$	95	$	13		$	217	$	190	$	26	
Supplies	$	12,000		$	1,000	$	77	$	922		$	1,999	$	1,344	$	656	
Uniforms	$	1,500		$	125	$	-	$	125		$	250	$	-	$	250	
Training, Education & Employee Relations	$	9,000		$	750	$	-	$	750		$	1,499	$	-	$	1,499	
Cart Lease	$	87,000		$	7,247	$	7,079	$	168		$	14,494	$	13,759	$	736	
Cart Maintenance	$	5,000		$	417	$	62	$	354		$	833	$	62	$	771	
Driving Range	$	10,000		$	833	$	1,116	$	(283)		$	1,666	$	1,116	$	550	
Subtotal Golf Operations Expenditures	$	522,555									

Merchandise Sales
Cost of Goods Sold	

$	90,000		

$	7,497	

$	10,625	

$	(3,128)		

$	14,994	

$	21,266	

$	(6,272)	
Subtotal Merchandise Sales	$	90,000									

$	198,711	$	183,837	$	14,874	

$	300,762	$	289,941	$	10,821	

$	357,330	$	342,799	$	14,531	

$	(22,626)	

Budget

Adopted

Current Month	
Prorated Budget	Actual		
November 2023	November 2023	Variance	

 
Year- to - Date	
Prorated Budget	Actual	
Thru 11/30/23	Thru 11/30/23	Variance	

Golf Course Maintenance Expenditures		
Salaries	$	466,847		$	38,888	$	37,186	$	1,703		$	77,777	$	72,567	$	5,210	
Administrative Fees	$	5,368		$	447	$	436	$	12		$	894	$	861	$	33	
FICA Expense	$	37,693		$	3,140	$	3,863	$	(723)		$	6,280	$	6,548	$	(268)	
Employee Insurance	$	38,695		$	3,223	$	2,448	$	775		$	6,447	$	4,933	$	1,514	
Workers Compensation	$	9,328		$	777	$	796	$	(19)		$	1,554	$	1,348	$	206	
Unemployment	$	7,160		$	596	$	166	$	431		$	1,193	$	281	$	911	
Utilities/Water	$	30,000		$	2,499	$	2,750	$	(251)		$	4,998	$	5,129	$	(131)	
Repairs	$	48,000		$	3,998	$	5,455	$	(1,457)		$	7,997	$	10,851	$	(2,854)	
Restaurant Repairs	$	7,500		$	625	$	1,297	$	(673)		$	1,250	$	1,962	$	(712)	
Fuel & Oil	$	40,000		$	3,332	$	1,547	$	1,785		$	6,664	$	5,201	$	1,463	
Pest Control	$	1,800		$	150	$	160	$	(10)		$	300	$	320	$	(20)	
Irrigation/Drainage	$	20,000		$	1,666	$	3,927	$	(2,261)		$	3,332	$	4,963	$	(1,631)	
Sand and Topsoil	$	26,500		$	2,207	$	1,114	$	1,093		$	4,415	$	1,114	$	3,301	
Flower/Mulch	$	7,000		$	583	$	744	$	(161)		$	1,166	$	744	$	422	
Fertilizer	$	175,000		$	14,578	$	9,906	$	4,671		$	29,155	$	22,459	$	6,696	
Seed/Sod	$	10,000		$	833	$	-	$	833		$	1,666	$	-	$	1,666	
Trash Removal	$	3,000		$	250	$	-	$	250		$	500	$	219	$	280	
Contingency	$	7,500		$	625	$	198	$	427		$	1,250	$	198	$	1,052	
First Aid	$	800		$	67	$	35	$	32		$	133	$	35	$	99	
Operating Supplies	$	20,000		$	1,666	$	997	$	669		$	3,332	$	1,314	$	2,018	
Training	$	9,000		$	750	$	419	$	331		$	1,499	$	419	$	1,080	
Janitorial Supplies	$	1,000		$	83	$	114	$	(31)		$	167	$	114	$	52	
Janitorial Services	$	20,000		$	1,666	$	2,593	$	(927)		$	3,332	$	5,186	$	(1,854)	
Soil & Water Testing	$	1,000		$	83	$	-	$	83		$	167	$	-	$	167	
Uniforms	$	10,000		$	833	$	1,082	$	(249)		$	1,666	$	1,857	$	(191)	
Equipment Rental	$	2,000		$	167	$	39	$	128		$	333	$	79	$	254	
Equipment Lease	$	187,550		$	15,623	$	17,567	$	(1,944)		$	31,246	$	35,134	$	(3,888)	
Subtotal Grounds Maintenance Expenditures	$	1,192,741									
										
Total Operations & Maintenance	$	1,805,296									
										
Total Expenditures	$	2,144,839									
										
Excess (Deficiency) of Revenues over Expenditures	$	147,191									

Year- to - Date	
Prorated Budget	Actual	
Thru 11/30/23	Thru 11/30/23	Variance	

$	(24,522)	$	6,222	$	30,744	

$	(16,404)	

$	188,760	

$	172,356	

		Current Month			
	Adopted		Prorated Budget	Actual						
	Budget		November 2023	November 2023	Variance					

Other Financing Sources/(Uses):										
Assessments -Recreation Debt Service	$	560,250		$	46,669	$	49,100	$	2,431		$	93,338	$	98,199	$	4,862	
Interest Income	$	1,000		$	83	$	1,387	$	1,304		$	167	$	2,648	$	2,481	
Transfer In/(Out)- Capital Reserve	$	(140,691)		$	-	$	-	$	-		$	(23,439)	$	-	$	23,439	
Interest Expense	$	(77,750)		$	(6,477)	$	(6,479)	$	(3)		$	(12,953)	$	(12,958)	$	(5)	
Principal Expense	$	(490,000)		$	(40,817)	$  (40,833)	$	(16)		$	(81,634)	$	(81,667)	$	(33)	
Total Other Financing Sources/(Uses)	$	(147,191)		$	(541)	$	3,174	$	3,716					
										
Net Change in Fund Balance	$	-			$	(399)						
										
Fund Balance - Beginning	$	-									
										
Fund Balance - Ending	$	-									

Viera East
Community Development District Restaurant- Hook and Eagle
Statement of Revenues, Expenditures, and Changes in Fund Balance
For The Period Ending November 30, 2023

	Adopted	Prorated Budget	Actual		
	Budget	Thru 11/30/23	Thru 11/30/23	Variance	

Revenues:					
Food Sales	$	334,093	$	55,682	$	57,175	$	1,493	
Snack Sales	$	10,000	$	1,667	$	1,401	$	(265)	
Wine Sales	$	31,005	$	5,168	$	8,425	$	3,258	
Beer Sales	$	179,140	$	29,857	$	21,760	$	(8,096)	
Beverage Sales	$	12,402	$	2,067	$	869	$	(1,198)	
Liquor Sales	$	92,220	$	15,370	$	18,145	$	2,775	
Total Revenues	$	658,860	$	109,810	$107,776	$	(2,035)	

Expenditures:					
Restaurant Expenditures:					
Restaurant Manager Contract	$	65,000	$	10,833	$	10,833	$	0	
Salaries	$	183,610	$	30,602	$	36,206	$	(5,604)	
Administrative Fee	$	8,034	$	1,339	$	1,052	$	287	
FICA Expense	$	15,217	$	2,536	$	5,117	$	(2,581)	
Health Insurance	$	8,813	$	1,469	$	1,604	$	(135)	
Workers Compensation	$	2,336	$	389	$	806	$	(416)	
Unemployment	$	5,750	$	958	$	539	$	419	
Telephone	$	5,250	$	875	$	1,600	$	(725)	
Utilities	$	10,000	$	1,667	$	2,098	$	(432)	
Pest Control	$	1,200	$	200	$	190	$	10	
Merchant Fees	$	27,500	$	4,583	$	3,301	$	1,282	
Equipment Lease	$	1,500	$	250	$	166	$	84	
Kitchen Equipment/Supplies	$	3,000	$	500	$	4,528	$	(4,028)	
Paper & Plastic Supplies	$	10,000	$	1,667	$	2,904	$	(1,237)	
Operating Supplies	$	25,000	$	4,167	$	2,399	$	1,768	
First Aid	$	500	$	83	$	-	$	83	
Entertainment	$	14,400	$	2,400	$	-	$	2,400	
Delivery/Gas	$	6,000	$	1,000	$	174	$	826	
Dues & License	$	5,000	$	833	$	1,517	$	(684)	
Total Restaurant Expenditures	$	398,110	$	66,352	$	75,035	$	(8,683)	

Cost of Goods Sold:					
Food Cost	$	132,750	$	22,125	$	22,758	$	(633)	
Snack Cost	$	5,000	$	833	$	367	$	467	
Beverage Cost	$	16,000	$	2,667	$	6,591	$	(3,925)	
Beer Cost	$	71,000	$	11,833	$	5,791	$	6,043	
Wine Cost	$	5,000	$	833	$	589	$	245	
Liquor Cost	$	31,000	$	5,167	$	7,900	$	(2,734)	
Total Operations & Maintenance	$	260,750	$	43,458	$	43,995	$	(537)	
					
Total Expenditures	$	658,860	$	109,810	$	119,030	$	(9,220)	
					
Excess (Deficiency) of Revenues over Expenditures	$	-		$	(11,254)		

Other Financing Sources/(Uses):					
Transfer In/(Out)	$	-	$	-	$	-	$	-	
Total Other Financing Sources/(Uses)	$	-	$	-	$	-	$	-	
					
Net Change in Fund Balance	$	-		$	(11,254)		
					
Fund Balance - Beginning	$	-		$	-		
					
Fund Balance - Ending	$	-		$	(11,254)		

13

Oct	Nov	Dec	Jan	Feb	March	April	May	June	July	Aug	Sept	Total	

Revenues:

Maintenance Assessments	$	-	$	314,324  $	

-	$	

-	$	

-	$	

-	$	

-	$	

-	$	

-	$	

-	$	

-	$		

-	$	314,324	
Golf Course Administrative Services	$	4,690  $	4,690  $	-	$	-	$	-	$	-	$	-	$	-	$	-	$	-	$	-	$		-	$	9,380	
Donations for Park Materials	$	-	$	-	$	-	$	-	$	-	$	-	$	-	$	-	$	-	$	-	$	-	$		-	$	-	
Miscellaneous Income- Farmers Market	$	-	$	3,813  $	-	$	-	$	-	$	-	$	-	$	-	$	-	$	-	$	-	$		-	$	3,813	
Interest Income	$	-	$	-	$	-	$	-	$	-	$	-	$	-	$	-	$	-	$	-	$	-	$		-	$	-	
Total Revenues	$	4,690  $	322,827  $	-	$	-	$	-	$	-	$	-	$	-	$	-	$	-	$	-	$		-	$	327,517	

Expenditures:

General & Administrative:

Supervisors Fees Engineering Fees Attorney's Fees Dissemination Trustee Fees Annual Audit Collection Agent Management Fees Postage
Printing & Binding Insurance- Liability Legal Advertising Other Current Charges Office Supplies
Dues & Licenses Information Technology

$	2,467  $
$	-  $
$	3,048  $
$	83  $
$	467  $
$	1,167  $
$	208  $
$	9,146  $
$	1  $
$	42  $
$	760  $
$	-  $
$	25  $
$	937  $
$	-  $
$	376  $

1,467  $
1,000  $
-  $
83  $
467  $
1,167  $
208  $
9,146  $
151  $
12  $
760  $
-  $
148  $
-  $
175  $
472  $

-  $	-  $
-  $	-  $
-  $	-  $
-  $	-  $
-  $	-  $
-  $	-  $
-  $	-  $
-  $	-  $
-  $	-  $
-  $	-  $
-  $	-  $
-  $	-  $
-  $	-  $
-  $	-  $
-  $	-  $
-  $	-  $

-  $	-  $	-  $
-  $	-  $	-  $
-  $	-  $	-  $
-  $	-  $	-  $
-  $	-  $	-  $
-  $	-  $	-  $
-  $	-  $	-  $
-  $	-  $	-  $
-  $	-  $	-  $
-  $	-  $	-  $
-  $	-  $	-  $
-  $	-  $	-  $
-  $	-  $	-  $
-  $	-  $	-  $
-  $	-  $	-  $
-  $	-  $	-  $

-  $	-  $
-  $	-  $
-  $	-  $
-  $	-  $
-  $	-  $
-  $	-  $
-  $	-  $
-  $	-  $
-  $	-  $
-  $	-  $
-  $	-  $
-  $	-  $
-  $	-  $
-  $	-  $
-  $	-  $
-  $	-  $

-  $	-  $
-  $	-  $
-  $	-  $
-  $	-  $
-  $	-  $
-  $	-  $
-  $	-  $
-  $	-  $
-  $	-  $
-  $	-  $
-  $	-  $
-  $	-  $
-  $	-  $
-  $	-  $
-  $	-  $
-  $	-  $

-  $	3,934
-  $	1,000
-  $	3,048
-  $	167
-  $	933
-  $	2,333
-  $	417
-  $	18,292
-  $	152
-  $	54
-  $	1,520
-  $	-
-  $	173
-  $	937
-  $	175
-  $	848

Total General & Administrative	$	18,727  $	15,256  $	-  $	-  $	-  $	-  $	-  $	-  $	-  $	-  $	-  $	-  $	33,983

Operations & Maintenance

Operating Expenditures
Salaries
Administration Fee FICA Expense Health Insurance
Workers Compensation Unemployment Retirement Contribution Other Contractual
Marketing- Lifestyle/Amenities Uniforms

$	13,456  $
$	67  $
$	1,029  $
$	743  $
$	213  $
$	-  $
$	-  $
$	550  $
$	7,816  $
$	80  $

13,196  $
65  $
1,483  $
743  $
306  $
-  $
-  $
550  $
4,893  $
87  $

-  $	-  $
-  $	-  $
-  $	-  $
-  $	-  $
-  $	-  $
-  $	-  $
-  $	-  $
-  $	-  $
-  $	-  $
-  $	-  $

-  $	-  $	-  $
-  $	-  $	-  $
-  $	-  $	-  $
-  $	-  $	-  $
-  $	-  $	-  $
-  $	-  $	-  $
-  $	-  $	-  $
-  $	-  $	-  $
-  $	-  $	-  $
-  $	-  $	-  $

-  $	-  $
-  $	-  $
-  $	-  $
-  $	-  $
-  $	-  $
-  $	-  $
-  $	-  $
-  $	-  $
-  $	-  $
-  $	-  $

-  $	-  $
-  $	-  $
-  $	-  $
-  $	-  $
-  $	-  $
-  $	-  $
-  $	-  $
-  $	-  $
-  $	-  $
-  $	-  $

-  $	26,653
-  $	132
-  $	2,513
-  $	1,485
-  $	519
-  $	-
-  $	-
-  $	1,099
-  $	12,709
-  $	168

Subtotal Operating Expenditures	$	23,954  $	21,324  $	-  $	-  $	-  $	-  $	-  $	-  $	-  $	-  $	-  $	-  $	45,278

Oct	Nov	Dec	Jan	Feb	March	April	May	June	July	Aug	Sept	Total

Maintenance Expenditures
Canal Maintenance Lake Bank Restoration
Lake Bank Education Project Environmental Services Water Management System Midge Control Contingencies
Fire Line Management Basin Repair

$	-  $
$	-  $
$	-  $
$	-  $
$	11,526  $
$	-  $
$	1,805  $
$	-  $
$	-  $

-  $
-  $
-  $
497  $
10,624  $
-  $
-  $
-  $
-  $

-  $	-  $
-  $	-  $
-  $	-  $
-  $	-  $
-  $	-  $
-  $	-  $
-  $	-  $
-  $	-  $
-  $	-  $

-  $	-  $	-  $
-  $	-  $	-  $
-  $	-  $	-  $
-  $	-  $	-  $
-  $	-  $	-  $
-  $	-  $	-  $
-  $	-  $	-  $
-  $	-  $	-  $
-  $	-  $	-  $

-  $	-  $
-  $	-  $
-  $	-  $
-  $	-  $
-  $	-  $
-  $	-  $
-  $	-  $
-  $	-  $
-  $	-  $

-  $	-  $
-  $	-  $
-  $	-  $
-  $	-  $
-  $	-  $
-  $	-  $
-  $	-  $
-  $	-  $
-  $	-  $

-  $	-
-  $	-
-  $	-
-  $	497
-  $	22,149
-  $	-
-  $	1,805
-  $	-
-  $	-

Subtotal Maintenance Expenditures	$	13,331  $	11,121  $	-  $	-  $	-  $	-  $	-  $	-  $	-  $	-  $	-  $	-  $	24,452

Grounds Maintenance Expenditures
Salaries
Bonus Program
Administrative Fees FICA
Health Insurance Workers Compensation Unemployment Retirement Contribution Telephone
Utilities
Property Appraiser Insurance- Property Repairs
Fuel
Park Maintenance Sidewalk Repair Chemicals Contingencies Refuse
Office Supplies Uniforms
Fire Alarm System
Rain Bird Pump System Park Materials
Bay Hill Flow Way Maintenance

$	16,087  $
$	-  $
$	161  $
$	1,231  $
$	2,016  $
$	254  $
$	-  $
$	-  $
$	1,096  $
$	753  $
$	-  $
$	299  $
$	3,281  $
$	1,625  $
$	1,800  $
$	-  $
$	-  $
$	-  $
$	375  $
$	-  $
$	321  $
$	-  $
$	2,298  $
$	-  $
$	-  $

15,773  $
41,823  $
156  $
1,712  $
2,016  $
353  $
-  $
-  $
1,229  $
863  $
-  $
299  $
1,203  $
762  $
1,800  $
-  $
172  $
375  $
750  $
-  $
482  $
1,611  $
2,298  $
-  $
-  $

-  $	-  $
-  $	-  $
-  $	-  $
-  $	-  $
-  $	-  $
-  $	-  $
-  $	-  $
-  $	-  $
-  $	-  $
-  $	-  $
-  $	-  $
-  $	-  $
-  $	-  $
-  $	-  $
-  $	-  $
-  $	-  $
-  $	-  $
-  $	-  $
-  $	-  $
-  $	-  $
-  $	-  $
-  $	-  $
-  $	-  $
-  $	-  $
-  $	-  $

-  $	-  $	-  $
-  $	-  $	-  $
-  $	-  $	-  $
-  $	-  $	-  $
-  $	-  $	-  $
-  $	-  $	-  $
-  $	-  $	-  $
-  $	-  $	-  $
-  $	-  $	-  $
-  $	-  $	-  $
-  $	-  $	-  $
-  $	-  $	-  $
-  $	-  $	-  $
-  $	-  $	-  $
-  $	-  $	-  $
-  $	-  $	-  $
-  $	-  $	-  $
-  $	-  $	-  $
-  $	-  $	-  $
-  $	-  $	-  $
-  $	-  $	-  $
-  $	-  $	-  $
-  $	-  $	-  $
-  $	-  $	-  $
-  $	-  $	-  $

-  $	-  $
-  $	-  $
-  $	-  $
-  $	-  $
-  $	-  $
-  $	-  $
-  $	-  $
-  $	-  $
-  $	-  $
-  $	-  $
-  $	-  $
-  $	-  $
-  $	-  $
-  $	-  $
-  $	-  $
-  $	-  $
-  $	-  $
-  $	-  $
-  $	-  $
-  $	-  $
-  $	-  $
-  $	-  $
-  $	-  $
-  $	-  $
-  $	-  $

-  $	-  $
-  $	-  $
-  $	-  $
-  $	-  $
-  $	-  $
-  $	-  $
-  $	-  $
-  $	-  $
-  $	-  $
-  $	-  $
-  $	-  $
-  $	-  $
-  $	-  $
-  $	-  $
-  $	-  $
-  $	-  $
-  $	-  $
-  $	-  $
-  $	-  $
-  $	-  $
-  $	-  $
-  $	-  $
-  $	-  $
-  $	-  $
-  $	-  $

-  $	31,860
-  $	41,823
-  $	317
-  $	2,942
-  $	4,031
-  $	607
-  $	-
-  $	-
-  $	2,325
-  $	1,616
-  $	-
-  $	599
-  $	4,484
-  $	2,387
-  $	3,600
-  $	-
-  $	172
-  $	375
-  $	1,125
-  $	-
-  $	803
-  $	1,611
-  $	4,597
-  $	-
-  $	-

Other Financing Sources/Uses:

Transfer In/(Out)

$

-  $

-  $

-  $

-  $

-  $

-  $

-  $

-  $

-  $

-  $

-  $

-  $

-

Net Change in Fund Balance	$	(82,919)  $	201,449  $	-  $	-  $	-  $	-  $	-  $	-  $	-  $	-  $	-  $	-  $	118,529

Total Other Financing Sources/Uses	$	-  $	-  $	-  $	-  $	-  $	-  $	-  $	-  $	-  $	-  $	-  $	-  $	-

Excess (Deficiency) of Revenues over Expenditures	$	(82,919)  $	201,449  $	-  $	-  $	-  $	-  $	-  $	-  $	-  $	-  $	-  $	-  $	118,529

Total Expenditures	$	87,609  $	121,378  $	-  $	-  $	-  $	-  $	-  $	-  $	-  $	-  $	-  $	-  $	208,988

Total Operations & Maintenance	$	68,882  $	106,122  $	-  $	-  $	-  $	-  $	-  $	-  $	-  $	-  $	-  $	-  $	175,004

Subtotal Grounds Maintenance Expenditures	$	31,598  $	73,678  $	-  $	-  $	-  $	-  $	-  $	-  $	-  $	-  $	-  $	-  $	105,275

Oct	Nov	Dec	Jan	Feb	March	April	May	June	July	Aug	Sept	Total

Number of Rounds
Paid Rounds	3,421	2,455	-		-		-		-		-		-		-		-		-		-		5,876.00	
Member Rounds	304	317	-		-		-		-		-		-		-		-		-		-		621.00	
Comp Rounds	32	105	-		-		-		-		-		-		-		-		-		-		137.00	
Revenue per Round																						
Paid Rounds	$35	$55		$0		$0		$0		$0		$0		$0		$0		$0		$0		$0	$44	
Revenues:																						
Greens Fees	$	120,432  $	135,971	$	-		$	-		$	-		$	-		$	-		$	-		$	-		$	-		$	-		$	-		$	256,403	
Gift Cards- Sales	$	404  $	119	$	-		$	-		$	-		$	-		$	-		$	-		$	-		$	-		$	-		$	-		$	523	
Gift Cards- Usage	$	(1,507) $	(297)	$	-		$	-		$	-		$	-		$	-		$	-		$	-		$	-		$	-		$	-		$	(1,804)	
Season Advance/Trail Fees	$	12,545  $	11,527	$	-		$	-		$	-		$	-		$	-		$	-		$	-		$	-		$	-		$	-		$	24,073	
Associate Memberships	$	2,671  $	2,632	$	-		$	-		$	-		$	-		$	-		$	-		$	-		$	-		$	-		$	-		$	5,303	
Driving Range	$	6,379  $	5,479	$	-		$	-		$	-		$	-		$	-		$	-		$	-		$	-		$	-		$	-		$	11,858	
Golf Lessons	$	-	$	210	$	-		$	-		$	-		$	-		$	-		$	-		$	-		$	-		$	-		$	-		$	210	
Merchandise Sales	$	9,027  $	10,121	$	-		$	-		$	-		$	-		$	-		$	-		$	-		$	-		$	-		$	-		$	19,148	
Assessments -Recreation Operating	$	1,520  $	1,520	$	-		$	-		$	-		$	-		$	-		$	-		$	-		$	-		$	-		$	-		$	3,040	
Miscellaneous Income	$	239  $	1,181	$	-		$	-		$	-		$	-		$	-		$	-		$	-		$	-		$	-		$	-		$	1,420	
Total Revenues	$	151,709  $	168,464	$	-		$	-		$	-		$	-		$	-		$	-		$	-		$	-		$	-		$	-		$	320,173	

Expenditures:		
General Expenditures:		
Other Contractual Services	$	842	$	893	$	-  $	-  $	-  $	-  $	-  $	-  $	-  $	-  $	-  $	-  $	1,735	
Telephone	$	330	$	338	$	-  $	-  $	-  $	-  $	-  $	-  $	-  $	-  $	-  $	-  $	668	
Utilities	$	297	$	283	$	-  $	-  $	-  $	-  $	-  $	-  $	-  $	-  $	-  $	-  $	580	
Repairs & Maintenance	$	275	$	275	$	-  $	-  $	-  $	-  $	-  $	-  $	-  $	-  $	-  $	-  $	550	
Bank Charges	$	3,448	$	4,128	$	-  $	-  $	-  $	-  $	-  $	-  $	-  $	-  $	-  $	-  $	7,576	
Office Supplies	$	161	$	84	$	-  $	-  $	-  $	-  $	-  $	-  $	-  $	-  $	-  $	-  $	244	
Operating Supplies	$	1,050	$	626	$	-  $	-  $	-  $	-  $	-  $	-  $	-  $	-  $	-  $	-  $	1,676	
Dues, Licenses & Subscriptions	$	1,498	$	649	$	-  $	-  $	-  $	-  $	-  $	-  $	-  $	-  $	-  $	-  $	2,147	
Drug Testing- All departments	$	-	$	-	$	-  $	-  $	-  $	-  $	-  $	-  $	-  $	-  $	-  $	-  $	-	
Training, Education & Employee Relations	$	600	$	-	$	-  $	-  $	-  $	-  $	-  $	-  $	-  $	-  $	-  $	-  $	600	
Contractual Security	$	-	$	344	$	-  $	-  $	-  $	-  $	-  $	-  $	-  $	-  $	-  $	-  $	344	
IT Services	$	95	$	325	$	-  $	-  $	-  $	-  $	-  $	-  $	-  $	-  $	-  $	-  $	420	
Subtotal General Expenditures	$	8,596	$	7,946	$	-  $	-  $	-  $	-  $	-  $	-  $	-  $	-  $	-  $	-  $	16,542	

Oct	Nov	Dec	Jan	Feb	March	April	May	June	July	Aug	Sept	Total

Administrative Expenditures:

Legal Fees Arbitrage Dissemination Trustee Fees Annual Audit
Golf Course Administrative Services Insurance
Property Taxes

$	-  $
$	50  $
$	83  $
$	342  $
$	417  $
$	4,690  $
$	12,148  $
$	-  $

-  $
50  $
83  $
342  $
417  $
4,690  $
12,148  $
856  $

-  $	-  $
-  $	-  $
-  $	-  $
-  $	-  $
-  $	-  $
-  $	-  $
-  $	-  $
-  $	-  $

-  $	-  $	-  $
-  $	-  $	-  $
-  $	-  $	-  $
-  $	-  $	-  $
-  $	-  $	-  $
-  $	-  $	-  $
-  $	-  $	-  $
-  $	-  $	-  $

-  $	-  $	-  $
-  $	-  $	-  $
-  $	-  $	-  $
-  $	-  $	-  $
-  $	-  $	-  $
-  $	-  $	-  $
-  $	-  $	-  $
-  $	-  $	-  $

-  $	-  $
-  $	-  $
-  $	-  $
-  $	-  $
-  $	-  $
-  $	-  $
-  $	-  $
-  $	-  $

- 100
167
683
833
9,380
24,296
856

Operations & Maintenance

Golf Operations Expenditures
Salaries
Administrative Fee FICA Expense Health Insurance
Workers Compensation Unemployment
Golf Printing Utilities Repairs
Pest Control Supplies Uniforms
Training, Education & Employee Relations Cart Lease
Cart Maintenance
Driving Range

$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$

30,824  $
1,078  $
1,725  $
725  $
356  $
441  $
$
1,594  $
13  $
95  $
1,266  $
$
$
6,680  $
$
$

24,181  $
1,031  $
2,516  $
1,038  $
207  $
580  $
$
2,038  $
21  $
95  $
77  $
$
$
7,079  $
62  $
1,116  $

$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$

$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$

$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$

$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$

$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$

$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$

$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$

$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$

$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$

$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$

55,005
2,110
4,240
1,763
563
1,021
- 3,632
34
190
1,344
-
- 13,759
62
1,116

Merchandise Sales:
Cost of Goods Sold

$

10,641  $

10,625  $

-  $

-  $

-  $

-  $

-  $

-  $

-  $

-  $

-  $

-  $

21,266

Subtotal Merchandise Sales	$	10,641  $	10,625  $	-  $	-  $	-  $	-  $	-  $	-  $	-  $	-  $	-  $	-  $	21,266

Subtotal Operating Expenditures	$	44,798  $	40,041  $	-  $	-  $	-  $	-  $	-  $	-  $	-  $	-  $	-  $	-  $	84,839

Total General & Administrative	$	26,326  $	26,531  $	-  $	-  $	-  $	-  $	-  $	-  $	-  $	-  $	-  $	-  $	52,857

Subtotal Administrative Expenditures	$	17,730  $	18,586  $	-  $	-  $	-  $	-  $	-  $	-  $	-  $	-  $	-  $	-  $	36,315

Oct	Nov	Dec	Jan	Feb	March	April	May	June	July	Aug	Sept	Total

Golf Course Maintenance Expenditures
Salaries
Administrative Fees FICA Expense Employee Insurance Workers Compensation Unemployment Utilities/Water Repairs
Restaurant Repairs Fuel & Oil
Pest Control Irrigation/Drainage Sand and Topsoil Flower/Mulch Fertilizer
Seed/Sod Trash Removal Contingency First Aid
Operating Supplies Training
Janitorial Supplies Janitorial Services Soil & Water Testing Uniforms
Equipment Rental Equipment Lease

$	35,382  $
$	426  $
$	2,685  $
$	2,485  $
$	552  $
$	116  $
$	2,379  $
$	5,396  $
$	665  $
$	3,654  $
$	160  $
$	1,036  $
$	-  $
$	-  $
$	12,553  $
$	-  $
$	219  $
$	-  $
$	-  $
$	317  $
$	-  $
$	-  $
$	2,593  $
$	-  $
$	775  $
$	40  $
$	17,567  $

37,186  $
436  $
3,863  $
2,448  $
796  $
166  $
2,750  $
5,455  $
1,297  $
1,547  $
160  $
3,927  $
1,114  $
744  $
9,906  $
-  $
-  $
198  $
35  $
997  $
419  $
114  $
2,593  $
-  $
1,082  $
39  $
17,567  $

-  $	-  $
-  $	-  $
-  $	-  $
-  $	-  $
-  $	-  $
-  $	-  $
-  $	-  $
-  $	-  $
-  $	-  $
-  $	-  $
-  $	-  $
-  $	-  $
-  $	-  $
-  $	-  $
-  $	-  $
-  $	-  $
-  $	-  $
-  $	-  $
-  $	-  $
-  $	-  $
-  $	-  $
-  $	-  $
-  $	-  $
-  $	-  $
-  $	-  $
-  $	-  $
-  $	-  $

-  $	-  $	-  $
-  $	-  $	-  $
-  $	-  $	-  $
-  $	-  $	-  $
-  $	-  $	-  $
-  $	-  $	-  $
-  $	-  $	-  $
-  $	-  $	-  $
-  $	-  $	-  $
-  $	-  $	-  $
-  $	-  $	-  $
-  $	-  $	-  $
-  $	-  $	-  $
-  $	-  $	-  $
-  $	-  $	-  $
-  $	-  $	-  $
-  $	-  $	-  $
-  $	-  $	-  $
-  $	-  $	-  $
-  $	-  $	-  $
-  $	-  $	-  $
-  $	-  $	-  $
-  $	-  $	-  $
-  $	-  $	-  $
-  $	-  $	-  $
-  $	-  $	-  $
-  $	-  $	-  $

-  $	-  $	-  $
-  $	-  $	-  $
-  $	-  $	-  $
-  $	-  $	-  $
-  $	-  $	-  $
-  $	-  $	-  $
-  $	-  $	-  $
-  $	-  $	-  $
-  $	-  $	-  $
-  $	-  $	-  $
-  $	-  $	-  $
-  $	-  $	-  $
-  $	-  $	-  $
-  $	-  $	-  $
-  $	-  $	-  $
-  $	-  $	-  $
-  $	-  $	-  $
-  $	-  $	-  $
-  $	-  $	-  $
-  $	-  $	-  $
-  $	-  $	-  $
-  $	-  $	-  $
-  $	-  $	-  $
-  $	-  $	-  $
-  $	-  $	-  $
-  $	-  $	-  $
-  $	-  $	-  $

-  $	-  $
-  $	-  $
-  $	-  $
-  $	-  $
-  $	-  $
-  $	-  $
-  $	-  $
-  $	-  $
-  $	-  $
-  $	-  $
-  $	-  $
-  $	-  $
-  $	-  $
-  $	-  $
-  $	-  $
-  $	-  $
-  $	-  $
-  $	-  $
-  $	-  $
-  $	-  $
-  $	-  $
-  $	-  $
-  $	-  $
-  $	-  $
-  $	-  $
-  $	-  $
-  $	-  $

72,567
861
6,548
4,933
1,348
281
5,129
10,851
1,962
5,201
320
4,963
1,114
744
22,459
- 219
198
35
1,314
419
114
5,186
- 1,857
79
35,134

Other Financing Sources/Uses:

Assessments -Recreation Debt Service Interest Income
Transfer In/(Out)- Capital Reserve Interest Expense
Principal Expense

$
$
$
$
$

49,100  $
1,260  $
-  $
(6,479)  $
(40,833)  $

49,100  $
1,387  $
-  $
(6,479)  $
(40,833)  $

$
$
$
$
$

$
$
$
$
$

$
$
$
$
$

$
$
$
$
$

$
$
$
$
$

$
$
$
$
$

$
$
$
$
$

$
$
$
$
$

$
$
$
$
$

$
$
$
$
$

98,199
2,648
- (12,958)
(81,667)

Net Change in Fund Balance	$	(16,005) $	(399) $	-  $	-  $	-  $	-  $	-  $	-  $	-  $	-  $	-  $	-  $	(16,404)

Total Other Financing Sources/Uses	$	3,048  $	3,174  $	-  $	-  $	-  $	-  $	-  $	-  $	-  $	-  $	-  $	-  $	6,222

Excess (Deficiency) of Revenues over Expenditures  $	(19,053) $	(3,573) $	-  $	-  $	-  $	-  $	-  $	-  $	-  $	-  $	-  $	-  $	(22,626)

Total Expenditures	$	170,762  $	172,037  $	-  $	-  $	-  $	-  $	-  $	-  $	-  $	-  $	-  $	-  $	342,799

Total Operations & Maintenance	$	144,436  $	145,505  $	-  $	-  $	-  $	-  $	-  $	-  $	-  $	-  $	-  $	-  $	289,941

Subtotal Golf Course Maintenance Expenditures	$	88,998  $	94,839  $	-  $	-  $	-  $	-  $	-  $	-  $	-  $	-  $	-  $	-  $	183,837

Month to Month- Restaurant

Oct	Nov	Dec	Jan	Feb	March	April	May	June	July	Aug	Sept	Total	

Revenues:

Food Sales	$	30,168  $	27,007  $	

-	$	

-	$	

-	$	

-	$	

-	$	

-	$	

-	$	

-	$	

-	$		

-	$	57,175	
Snack Sales	$	765  $	637  $	-	$	-	$	-	$	-	$	-	$	-	$	-	$	-	$	-	$		-	$	1,401	
Beverage Sales	$	4,267  $	4,159  $	-	$	-	$	-	$	-	$	-	$	-	$	-	$	-	$	-	$		-	$	8,425	
Beer Sales	$	9,430  $	12,331  $	-	$	-	$	-	$	-	$	-	$	-	$	-	$	-	$	-	$		-	$	21,760	
Wine Sales	$	455  $	414  $	-	$	-	$	-	$	-	$	-	$	-	$	-	$	-	$	-	$		-	$	869	
Liquor Sales	$	8,660  $	9,485  $	-	$	-	$	-	$	-	$	-	$	-	$	-	$	-	$	-	$		-	$	18,145	
Total Revenues	$	53,743  $	54,032  $	-	$	-	$	-	$	-	$	-	$	-	$	-	$	-	$	-	$		-	$	107,776	

Expenditures:

Restaurant Expenditures

Restaurant Manager Contract Salaries
Administrative Fee FICA Expense Health Insurance
Workers Compensation Unemployment Telephone
Utilities Pest Control
Merchant Fees Equipment Lease
Kitchen Equipment/Supplies Paper & Plastic Supplies Operating Supplies
First Aid Entertainment Delivery/Gas Dues & License

$	5,417  $
$	14,357  $
$	564  $
$	2,334  $
$	783  $
$	357  $
$	279  $
$	1,256  $
$	1,066  $
$	95  $
$	1,738  $
$	83  $
$	4,280  $
$	2,106  $
$	622  $
$	-  $
$	-  $
$	91  $
$	950  $

5,417  $	-  $	-  $
21,848  $	-  $	-  $
488  $	-  $	-  $
2,783  $	-  $	-  $
821  $	-  $	-  $
449  $	-  $	-  $
260  $	-  $	-  $
343  $	-  $	-  $
1,032  $	-  $	-  $
95  $	-  $	-  $
1,563  $	-  $	-  $
83  $	-  $	-  $
247  $	-  $	-  $
798  $	-  $	-  $
1,777  $	-  $	-  $
-  $	-  $	-  $
-  $	-  $	-  $
83  $	-  $	-  $
566  $	-  $	-  $

-  $	-  $
-  $	-  $
-  $	-  $
-  $	-  $
-  $	-  $
-  $	-  $
-  $	-  $
-  $	-  $
-  $	-  $
-  $	-  $
-  $	-  $
-  $	-  $
-  $	-  $
-  $	-  $
-  $	-  $
-  $	-  $
-  $	-  $
-  $	-  $
-  $	-  $

-  $	-  $	-  $
-  $	-  $	-  $
-  $	-  $	-  $
-  $	-  $	-  $
-  $	-  $	-  $
-  $	-  $	-  $
-  $	-  $	-  $
-  $	-  $	-  $
-  $	-  $	-  $
-  $	-  $	-  $
-  $	-  $	-  $
-  $	-  $	-  $
-  $	-  $	-  $
-  $	-  $	-  $
-  $	-  $	-  $
-  $	-  $	-  $
-  $	-  $	-  $
-  $	-  $	-  $
-  $	-  $	-  $

-  $	-  $
-  $	-  $
-  $	-  $
-  $	-  $
-  $	-  $
-  $	-  $
-  $	-  $
-  $	-  $
-  $	-  $
-  $	-  $
-  $	-  $
-  $	-  $
-  $	-  $
-  $	-  $
-  $	-  $
-  $	-  $
-  $	-  $
-  $	-  $
-  $	-  $

-  $	10,833
-  $	36,206
-  $	1,052
-  $	5,117
-  $	1,604
-  $	806
-  $	539
-  $	1,600
-  $	2,098
-  $	190
-  $	3,301
-  $	166
-  $	4,528
-  $	2,904
-  $	2,399
-  $	-
-  $	-
-  $	174
-  $	1,517

Total Restaurant Expenditures	$	36,379  $	38,656  $	-  $	-  $	-  $	-  $	-  $	-  $	-  $	-  $	-  $	-  $	75,035

Cost of Goods Sold:
Food Cost Snack Cost Beverage Cost Beer Cost Wine Cost Liquor Cost

$	10,424  $
$	169  $
$	1,846  $
$	3,781  $
$	294  $
$	3,959  $

12,333  $	-  $	-  $
197  $	-  $	-  $
4,745  $	-  $	-  $
2,010  $	-  $	-  $
295  $	-  $	-  $
3,941  $	-  $	-  $

-  $	-  $
-  $	-  $
-  $	-  $
-  $	-  $
-  $	-  $
-  $	-  $

-  $	-  $	-  $
-  $	-  $	-  $
-  $	-  $	-  $
-  $	-  $	-  $
-  $	-  $	-  $
-  $	-  $	-  $

-  $	-  $
-  $	-  $
-  $	-  $
-  $	-  $
-  $	-  $
-  $	-  $

-  $	22,758
-  $	367
-  $	6,591
-  $	5,791
-  $	589
-  $	7,900

Other Financing Sources/Uses:

Transfer In/(Out)

$

-  $

-  $

-  $

-  $

-  $

-  $

-  $

-  $

-  $

-  $

-  $

-  $

-

Net Change in Fund Balance	$	(3,110) $	(8,145) $	-  $	-  $	-  $	-  $	-  $	-  $	-  $	-  $	-  $	-  $	(11,254)

Total Other Financing Sources/Uses	$	-  $	-  $	-  $	-  $	-  $	-  $	-  $	-  $	-  $	-  $	-  $	-  $	-

Excess (Deficiency) of Revenues over Expenditures	$	(3,110) $	(8,145) $	-  $	-  $	-  $	-  $	-  $	-  $	-  $	-  $	-  $	-  $	(11,254)

Total Expenditures	$	56,853  $	62,177  $	-  $	-  $	-  $	-  $	-  $	-  $	-  $	-  $	-  $	-  $	119,030

Total Cost of Goods Sold	$	20,474  $	23,521  $	-  $	-  $	-  $	-  $	-  $	-  $	-  $	-  $	-  $	-  $	43,995

Month to Month- Pro Shop

Oct	Nov	Dec	Jan	Feb	March	April	May	June	July	Aug	Sept	Total

Revenues:

Merchandise Sales

$	9,027  $

10,121  $

-	$	-	$

-	$	-	$

-	$	-	$

-	$	-	$

-	$	-	$

19,148

Total Revenues	$	9,027  $  10,121  $	-	$	-	$	-	$	-	$	-	$	-	$	-	$	-	$	-	$	-	$	19,148

Expenditures:

Cost of Goods Sold	$	10,641	$  10,625	$	-	$	-	$	-	$	-	$	-  $	-	$	-	$	-	$	-	$	-	$	21,266	
Total Expenditures	$	10,641	$  10,625	$	-  $	-  $	-  $	-  $	-  $	-  $	-  $	-  $	-  $	-  $	21,266	
					
Operating Income/ (Loss)	$	(1,614)	$	(504)	$	-  $	-  $	-  $	-  $	-  $	-  $	-  $	-  $	-  $	-  $	(2,118)	

Viera East
Community Development District Long Term Debt Report

Series 2012 Special Assessment Revenue Bonds	

Interest Rate:	
2.5% to 5%	
Maturity Date:	5/1/2026	
Optional Redemption Date:	On or After 5/1/2022	
Reserve Fund Definition:	50% Max Annual Dept	
Reserve Fund Requirement:	$279,239	
Reserve Fund Balance:	$282,685	
Bonds outstanding - 9/30/2016	$4,445,000	
Less: May 1, 2017 Principal	($365,000)	
Less: May 1, 2018 Principal	($380,000)	
Less: May 1, 2019 Principal	($395,000)	
Less: May 1, 2020 Principal	($410,000)	
Less: May 1, 2021 Principal	($425,000)	
Less: May 1, 2022 Principal	($445,000)	
Less: May 1, 2023 Principal	($475,000)	
Current Bonds Outstanding	$1,550,000	

Series 2020 Special Assessment Revenue Bonds	

Interest Rate:	
2% to 2.75%	
Maturity Date:	5/1/1938	
Optional Redemption Date:	On or After 5/1/2030	
Reserve Fund Definition:	50% Max Annual Dept	
Reserve Fund Requirement:	$234,591	
Reserve Fund Balance:	$236,735	
Bonds outstanding - 7/10/20	$7,685,000	
Less: May 1, 2023 Principal	($520,625)	
Current Bonds Outstanding	$7,164,375	

21

Viera East CDD
COMMUNITY DEVELOPMENT DISTRICT

	Gross Assessments	$	1,466,992.73	$	615,413.83	$	697,462.77	$	2,779,869.33	

ON ROLL ASSESSMENTS	Net Assessments	$	1,378,973.17

52.77%	$	578,489.00

22.14%	$	655,615.00

25.09%	$	2,613,077.17

100.00%	

Special Assessment Receipts Fiscal Year 2024

Date	Distribution	Gross Amount	Discoumt/Penalty	Commission	Interest	Net Receipts	O&M Portion	Recreation	2020 Debt Service	Total	

11/20/23	
2024-01	
$37,144.21	
($1,875.33)	
($705.38)	
$0.00	
$34,563.50	
$18,239.85	
$7,651.75	
$8,671.90	
$34,563.50	
11/28/23	2024-02	$596,362.14	($23,849.02)	($11,450.26)	$0.00	$561,062.86	$296,084.11	$124,209.38	$140,769.37	$561,062.86	
						$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	$0.00	
	TOTAL	$	633,506.35	$	(25,724.35)  $	(12,155.64) $	-	$	595,626.36	$	314,323.96	$	131,861.13	$	149,441.27	$	595,626.36	

23%
$2,017,450.81

Net Percent Collected
Balance Remaining to Collect

Viera East
Community Development District Golf Course/Recreation Fund- Operations
Prior Month/Year Comparison

	Actuals		Actuals				Year to Date		Year to Date		
	11/30/22		11/30/23		Variance		11/30/22		11/30/23		Variance	

Revenues:
Greens Fees	

$	123,329		

$	135,971		

$	12,642		

$	251,290		

$	256,403		

$	5,113	
Gift Cards - Sales	$	2,178		$	119		$	(2,059)		$	3,224		$	523		$	(2,702)	
Gift Cards - Usage	$	(895)		$	(297)		$	598		$	(1,725)		$	(1,804)		$	(79)	
Season Advance/Trail Fees	$	15,889		$	11,527		$	(4,361)		$	31,168		$	24,073		$	(7,095)	
Associate Memberships	$	2,054		$	2,632		$	578		$	5,372		$	5,303		$	(69)	
Driving Range	$	7,295		$	5,479		$	(1,815)		$	12,994		$	11,858		$	(1,136)	
Golf Lessons	$	175		$	210		$	35		$	520		$	210		$	(310)	
Merchandise Sales	$	7,049		$	10,121		$	3,072		$	12,293		$	19,148		$	6,855	
Special Assessments - Operations	$	1,519		$	1,520		$	1		$	3,039		$	3,040		$	1	
Miscellaneous Income	$	1,366		$	1,181		$	(185)		$	5,694		$	1,420		$	(4,274)	
Total Revenues	 $	159,958 		 $	168,464 		 $	8,505 		 $	323,869 		 $	320,173 		 $	(3,696) 	
Expenditures:
General Expenditures	
$	8,484		
$	7,946		
$	(538)		
$	15,623		
$	16,542		
$	919	
Administrative	$	14,328		$	18,586		$	4,258		$	28,198		$	36,315		$	8,117	
Golf Operations	$	30,040		$	40,041		$	10,001		$	66,533		$	84,839		$	18,306	
Merchandise Sales	$	10,679		$	10,625		$	(54)		$	26,230		$	21,266		$	(4,964)	
Golf Course Maintenance	$	83,109		$	94,839		$	11,730		$	183,974		$	183,837		$	(137)	
Total Expenditures	 $	146,641 		 $	172,037 		 $	25,396 		 $	320,558 		 $	342,799 		 $	22,241 	
Operating Income/(Loss)	 $	13,317 		 $	(3,573) 		 $	(16,890) 		 $	3,311 		 $	(22,626) 		 $	(25,937) 	

Viera East
Community Development District Marketing Breakdown

Oct

Nov

Dec

Jan

Feb

March

April

May

June

July

Aug

Sept

Total

Marketing & Lifestyle Management	$	2,400	$	2,400	$	-	$	-	$	-	$	-	$	-	$	-	$	-	$	-	$	-	$	-	$	4,800	
Entertainment	$	1,350	$	1,950	$	-	$	-	$	-	$	-	$	-	$	-	$	-	$	-	$	-	$	-	$	3,300	
Ads	$	2,360	$	505	$	-	$	-	$	-	$	-	$	-	$	-	$	-	$	-	$	-	$	-	$	2,865	
Supplies	$	1,706	$	38	$	-	$	-	$	-	$	-	$	-	$	-	$	-	$	-	$	-	$	-	$	1,744	
Total Marketing Expense	$	7,816	$	4,893	$	-	$	-	$	-	$	-	$	-	$	-	$	-	$	-	$	-	$	-	$	12,709	

$  274,256	$	238,946	$	226,166	$  257,538	$  328,054	$  436,348	$  482,968	$  487,837	$  478,002	$	436,305	

$  238,946	$	226,166	$	257,538	$  328,054	$  436,348	$  482,968	$  487,837	$  478,002	$  436,305	$	410,311	

Viera East Cash Flow Analysis FY 2024

I. Cash Flows:	Actuals	Projections	
	
October	
November		
December	
January	
February	
March	
April	
May	
June	
July	
August	
September	
Totals	
Starting Funds
Carry Forward	$	308,137  $ 285,974
Revenues	
Golf Course
Course Operations
Restaurant	$	205,453	$ 222,496		$  193,876	$	222,381	$	278,240	$  327,764	$  375,561	$  297,532	$  244,552	$  226,125	$  185,814	$	205,681	$  2,985,475	
	$	151,709	$ 168,464		$  153,271	$	175,768	$	219,852	$  258,936	$  296,658	$  235,076	$  193,265	$  178,722	$  146,909	$	162,588	$  2,341,217	
	$	53,743	$  54,032		$	40,605	$	46,614	$	58,389	$	68,828	$	78,904	$	62,455	$	51,287	$	47,403	$	38,905	$	43,093	$	644,259	
	
Total All Cash $	513,590  $ 508,470	$  468,133	$	461,327	$	504,406	$  585,302	$  703,615	$  733,880	$  727,520	$  713,962	$  663,816	$	641,986	$  2,985,475	

Expenses	
Golf Course
Course Operations
Restaurant	$	227,615	$ 234,213		$  229,187	$	235,161	$	246,869	$  257,248	$  267,266	$  250,912	$  239,683	$  235,960	$  227,511	$	231,675	$  2,883,301	
	$	170,762	$ 172,037		$  188,814	$	188,814	$	188,814	$  188,814	$  188,814	$  188,814	$  188,689	$  188,828	$  188,828	$	188,828	$  2,230,856	
	$	56,853	$  62,177		$	40,373	$	46,347	$	58,055	$	68,435	$	78,452	$	62,098	$	50,994	$	47,132	$	38,683	$	42,847	$	652,445	

Cash Less Expenses  $	285,974  $ 274,256

Projected Revenues FY 2024	$  2,985,475
Projected Expenses FY 2024	 $  2,883,301 
Projected Surplus(Deficit) FY 2024	 $	102,174 	

Section C

Viera East CDD
Series 2020 Acquisition and Construction Requisition Summary

Date	Req #	Payee	Description	Amount	
12/14/23	169	Viera East CDD	H&E Refrigeration	$	2,525.00	
12/14/23	170	Viera East CDD	60% Downpayment- Accurate Air Conditioning	$	24,455.00	

TOTAL REQUISITIONS TO BE PAID	$	26,980.00

The undersigned, an Authorized Officer of Viera East Community Development District (the "District") hereby submits the following requisition for disbursement, under and pursuant to the terms of the Amended and Restated General Special Revenue Assessment Bond Resolution of the District adopted by the District on January 25, 2012, as amended and supplemented from time to time, and particularly as supplemented by the Second Supplemental Resolution (collectively, the "Resolution") adopted by the District's Board of Supervisors on November 21, 2019 (all capitalized terms used herein shall have the meaning ascribed to such term in the Resolution):

Requisition Number:	169
Name of Payee: Viera East CDD
Address of Payee: 2300 Clubhouse Drive, Viera, FL 32955
Amount Payable: $2,525

The Undersigned hereby certifies that this requisition for Reimbursement of hook & eagle refrigerator from Construction and Acquisition Fund that have not previously been paid.

Attached hereto are originals of the invoice(s) from the vendor of the services rendered with respect to which disbursement is hereby requested.

VIERA EAST COMMUNITY DEVELOPMENT
DI STRI CT 

By:	
Authorized Officer

CONSULTING ENGINEER'S APPROVAL OF 2020 PROJECT COSTS

The undersigned Consulting Engineer hereby certifies that this disbursement is for a Cost of the 2020 Project and is consistent with: (i) the applicable acquisition or construction contract; (ii) the plans and specifications for the portion of the 2020 Project with respect to which such disbursement is being made; and,
(ii) the report of the Consulting Engineer for the 2020 Project, as such report shall have been amended or modified on the date hereof. The undersigned further certifies that (a) the 2020 Project improvements to be acquired have been completed in accordance with the plans and specifications therefore; (b) the 2020 Project improvements are constructed in a sound workmanlike manner and in accordance with industry standards;
(c) the purchase price to be paid by the District for the 2020 Project improvements is no more than the lesser of (i) the fair market value of such improvements and (ii) the actual cost of construction of such improvements;
(d) the plans and specifications for such portion of the 2020 Project improvements have been approved by all regulatory bodies required to approve them; (e) all currently required approvals and permits for the acquisition, construction, reconstruction, installation and/or equipping of the portion of the 2020 Project for which disbursement is made have been obtained from all applicable regulatory bodies; and (f) for that portion of the 2020 Project being acquired, the seller has paid all contractors, subcontractors, and materialmen that have provided services or materials in connection with the portion of the 2020 Project for which disbursement is made hereby.

[CONSULTING ENGINEER]

Title: 	

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amazon.com
Final Details for Order #113-0765167-5067449
Order Placed: October 11, 2023
Amazon.com order number: 113-0765167-5067449
Order Total: $2,525.00

Shipped on October 11, 2023

Items Ordered	Price
1 of: Procoo/ Refrigeration Glass 2 Door Upright Display Beverage Cooler Merchandiser; 35 Cubic Ft., 45" Wide	$2,525.00
Sold by: Iron Mountain Refrigeration & Equipment LLC (seUerprofile) Business Price
Condition: New

Shipping Address:	ltem(s) Subtotal: $2,525.00
Jim Moller	Shipping & Handling:	$0.00

2300 CLUBHOUSE DR
ROCKLEDGE, FL 32955-6500

-----

United States	Total before tax: $2,525.00
Sales Tax:	$0.00
Shipping Speed:	-----
Arranged Freight Delivery	Total for This Shipment: $2,525.00
----

Payment information
Payment Method:	ltem(s} Subtotal: $2,525.00
Visa I Last digits: 0534	Shipping & Handling:	$0.00
Billing address	_..
Jim Moller	Total before tax: $2,525.00
442 LAMBRIGHT ST SW	Estimated Tax:	$0.00

PALM BAY, FL 32908-5101
United States

----
Grand Total: $2,525.00

Credit Card transactions		Visa ending in 0534: October 11, 2023: $2,525.00 To view the status of your order, return to Order Summary.
	 I Privacy Notice © 1996-2020, Amazon.com, Inc.
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The undersigned, an Authorized Officer of Viera East Community Development District (the "District") hereby submits the following requisition for disbursement, under and pursuant to the terms of the Amended and Restated General Special Revenue Assessment Bond Resolution of the District adopted by the District on January 25, 2012, as amended and supplemented from time to time, and particularly as supplemented by the Second Supplemental Resolution (collectively, the "Resolution") adopted by the District's Board of Supervisors on November 21, 2019 (all capitalized terms used herein shall have the meaning ascribed to such term in the Resolution):

Requisition Number:	170
Name of Payee: Viera East CDD
Address of Payee: 2300 Clubhouse Drive, Viera, FL 32955
Amount Payable: $24,455

The Undersigned hereby certifies that this requisition for 60% deposit for new HVAC from Construction and Acquisition Fund that have not previously been paid.

Attached hereto are originals of the invoice(s) from the vendor of the services rendered with respect to which disbursement is hereby requested.

VIERA EAST COMMUNITY DEVELOPMENT
DI STRI CT 

By:	
Authorized Officer

CONSULTING ENGINEER'S APPROVAL OF 2020 PROJECT COSTS

The undersigned Consulting Engineer hereby certifies that this disbursement is for a Cost of the 2020 Project and is consistent with: (i) the applicable acquisition or construction contract; (ii) the plans and specifications for the portion of the 2020 Project with respect to which such disbursement is being made; and,
(ii) the report of the Consulting Engineer for the 2020 Project, as such report shall have been amended or modified on the date hereof. The undersigned further certifies that (a) the 2020 Project improvements to be acquired have been completed in accordance with the plans and specifications therefore; (b) the 2020 Project improvements are constructed in a sound workmanlike manner and in accordance with industry standards;
(c) the purchase price to be paid by the District for the 2020 Project improvements is no more than the lesser of (i) the fair market value of such improvements and (ii) the actual cost of construction of such improvements;
(d) the plans and specifications for such portion of the 2020 Project improvements have been approved by all regulatory bodies required to approve them; (e) all currently required approvals and permits for the acquisition, construction, reconstruction, installation and/or equipping of the portion of the 2020 Project for which disbursement is made have been obtained from all applicable regulatory bodies; and (f) for that portion of the 2020 Project being acquired, the seller has paid all contractors, subcontractors, and materialmen that have provided services or materials in connection with the portion of the 2020 Project for which disbursement is made hereby.

[CONSULTING ENGINEER]

Title: 	

DATE	09/13/2023 -	
JOB #	1020394122	
PO #	1020394122	

ACCURATE AIR CONDITIONING, HEATING, AND REFRIGERATION, INC.

ACCURATE AIR CONDITIONING, HEATING, AND REFRIGERATION, INC.
MALABAR FL
(321) 372-6120, (586) 480-4433
AccurateAirACRef@gmail.com

PROPROSAL

HOOKANDEAGLE@GMAIL.COM

HOOK & EAGLE TAVERN
JEFF SPENCER

CUSTOMER

HOOKANDEAGLE@GMAIL.COM

HOOK & EAGLE TAVERN HOOK & EAGLE
2300 CLUBHOUSE DRIVE
ROCKLEDGE, FL, 32955

SERVICE LOCATION

JOB DETAILS

**SERVICE CALL** PROBLEM DESCRIPTION:
HVAC SPLIY SYSTEM ACCURATE AC PROPOSES TO:

EVACUATE THE SYSTEM PER EPA GUIDELINES DISCONNECT LOW/HIGH VOLTAGE-DRAIN LINE & COPPER REMOVE EXISTING SYSTEM
INSTALL NEW 15TON 208/230/3P AIR HANDLER AND CONDENSING UNIT W/HEATER & SECONDARY DRAIN PAN TIE INTO THE EXISTING ELECTRICAL
TIE BOTH COPPER LINES (SUCTION & LIQUID) TO THE AH & CONDENSING UNIT
TIE IN EXISTING DRAIN LINE & INSTALL SAFETY SWITCH FOR BOTH THE DRAIN & SECONDARY PAN INSTALL ISOLATION PADS FOR VIBRATION ON THE CONDENSER AND TIE DOWN WITH HURRICANE STRAPS PRESSURIZE THE SYSTEM WITH NITROGEN TO CHECK FOR LEAKS
PULL SYSTEM INTO A 500 MICROMETER VACUUM TO REMOVE ANY MOISTURE FROM THE SYSTEM WEIGH IN FACTORY REFRIGERANT CHARGE
START-UP & CHECK SYSTEM AND ENSURE PROPER OPERATIONS ALL PERMIT FEES & INSPECTIONS INCLUDED

*WARRANTY*
5 YEARS COMPRESSOR
1 YEAR LABOR & PARTS

**DOWN PAYMENT REQUIRED**
60 PERCENT INITIAL DOWN PAYMENT ($22,455)
40 PERCENT REMAINDER PAYMENT WHEN COMPLETED ($14,970)

Description	Qty	Rate	Tax	Total	
SPLIT SYSTEM	1.00	$8,650.00	$0.00	$8,650.00	
LABOR (3) TECHNICIANS					
ELECTRICAL CONDUIT-WIRE					
COPPER SUCTION LINE & LIQUID LINE					
TORCH-NITROGEN-VACUUM-RECOVERY-					
EPA-LIQUID LINE DRIER-410A					
DUCTBOARD-MASTIC-TAPE-SPRAY FOAM-					
SEALANT					
PVC DRAIN PIPE-FITTINGS-SAFETY					
SWITCH-SECONDARY SAFETY SWITCH					
ISOLATION PADS-HURRICANE TIE DOWNS					
& HARDWARE					
EQUIPMENT	1.00	$25,650.00	$0.00	$25,650.00	
15 TON SPLIT SYSTEM					
CONDENSING UNIT & AIR HANDLER					
10KW HEATER					
SECONDARY DRAIN PAN W/ CONDENSATE					
PUMP					
FREIGHT	1.00	$875.00	$0.00	$875.00	
DELIVERY					
DISPOSAL					
MOBILIZATION OF EQUIPMENT					
PERMIT FEES & PERMIT HANDLING	1.00	$2,250.00	$0.00	$2,250.00	

TOTAL DUE:
$37,425.00

THANK YOU FOR YOUR BUSINESS! IF YOU HAVE ANY QUESTIONS, PLEASE REACH OUT AT ANYTIME!

CUSTOMER MESSAGE

POST-WORK SIGNATURE

Signed by: