November 13, 2025 



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, November 20, 2025, at 6:30 p.m. at the Faith Viera Lutheran Church, 5550 Faith 
Drive, Viera, FL. 





1. Roll Call 

2. Pledge of Allegiance 

3. Public Comment Period 

4. Approval of Minutes of the November 6, 2025, Board of Supervisors Meeting 

5. New Business 

A. Consideration of Resolution 2026-01 Amending the Fiscal Year 2025 

Adopted Budget 

B. Consideration of Well Easement Agreement 

C. Review of Scope of Work for Patio and Sim Room 

6. Old Business 

A. Chairman Letter on Logo 

B. Action Items List 

7. Staff Reports 

A. General Manager’s Report 

B. District Manager’s Report 

C. Lifestyle/ Marketing Report 

D. Restaurant Report 

8. Treasurer’s Report 

A. Approval of Check Register 

B. Balance Sheet and Income Statements 

9. Supervisor’s Requests 

10. Adjournment 


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 6, 2025 at 6:30 p.m. at Faith Lutheran 
Church, 5550 Faith Drive, Viera, Florida. 

 

 Present and constituting a quorum were: 

 

 Jennifer DeVries Chair 

 Rob Dale Vice Chair 

 Bill Macheras Treasurer 

 Ron Rysztogi Assistant Secretary 

 Denise Yelvington Assistant Secretary 

 

 Also present were: 

 

 Jason Showe District Manager 

 Jim Moller Golf Maintenance Superintendent 

 Michelle Webb Lifestyle/Marketing Director 

 Lacee Gelardo Golf Operations Manager 

 Darrin Gaus Pro Shop 

 Doug Bress Florida East Coast Contractors 

 Camille Blackburn Resident 

 

 

FIRST ORDER OF BUSINESS Roll Call 

 Mr. Showe called the meeting to order at 6:30 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 is the public comment period. We'll open it up for any 
members of the audience who would like to provide comment. I think we just have members of 
staff present. 

 


FOURTH ORDER OF BUSINESS Approval of Minutes of the September 25, 
2025 Board of Supervisors Meeting 

Mr. Showe: Next is the approval of minutes of the September 25, 2025 meeting. We did 
receive a comment from Jennifer, which will get corrected as far as the resident's name. Other 
than that, we can take any corrections or changes at this time or a motion to approve. 

 

On MOTION by Ms. Yelvington seconded by Mr. Rysztogi with 
all in favor the Minutes of the September 25, 2025 Board of 
Supervisors Meeting were approved as amended. 

 

FIFTH ORDER OF BUSINESS New Business 

A. Continued Discussion of Logos 


Mr. Showe: Under New Business is the continued discussion of the logo. We did email 
out newer designs and I know Jim is handing one out. I think Jim has some thoughts on the 
logos. 

Mr. Moller: Yeah, a lot of the logos we've had, look decent. I wasn't 100% in love with 
most of them. I just went to that Toro Ambassador meeting, hung out with a lot of 
superintendents from prestigious clubs throughout the United States and a lot of their logos were 
very simplistic. I think out of all of them, one had any kind of inclination that they were a golf 
course. That's Caves Valley. They had a CV that looked more like landscape with the golf. 
Everyone else, just had letters, a tree or a bird. It was very simplistic. The other day, Darrin and I 
were sitting in my office, kicking around ideas. I was driving to work the other morning and 
there was a new development in Palm Bay, which was Heron Bay or something like that. They 
had a silhouette, brushstroke kind of bird feature. I liked it. So, we found it and then actually, this 
one here, we kind of doctored up more, so its original and we don’t have to worry about 
copyright or anything like that. But this was kind of something that we came up with and we 
like, that represents our club, as we have herons and cranes all over the course. You can't go to 
the restaurant or the course without seeing a handful of sandhill cranes. So, I think that kind of 
really represents our club very well. 

Ms. DeVries: I actually think we need to take a step back. The way that I see our CDD, is 
that I see that the Viera East CDD is the overall organization and that underneath it, are sub 
organizations. Like, the course is an organization. The Hook & Eagle is an organization. Logos 
like elements of the CDD. So, there's, Hook & Eagle. There's the course. There's the dog park. 


There's Woodside Park. We have logos for some of those, but we don't have logos for all of 
those. We have an old logo for the Viera East CDD. We have the logo that we're discussing for 
the course. We have a Hook & Eagle logo that we like. The way that I think about this, is for 
example, the most recent example that's come up in the news, is Kenvue. Kenvue is the 
company. Kenvue has a logo. If you look at Kenvue, there's Kenvue at the top. There's a line and 
then there's all of the brands that Kenvue represents, like, Johnson and Johnson or Neutrogena. 
So, are we a major organization with sub logos underneath it? I guess that's my first question. 

Mr. Moller: Yes. 

Ms. DeVries: Yes. Okay. Then if we have those, should the logos all be similar or can 
they be unique? 

Mr. Dale: No. 

Ms. DeVries: No, they should not look similar. 

Mr. Dale: No. 

Ms. DeVries: We don't care if they look similar. I've seen Bill shaking his head no. 

Mr. Macheras: No. I don't think anybody's going to go into our restaurant or course and 
have any clue, at least most of them, thinking about the Viera East CDD. 

Ms. DeVries: No, probably not. 

Mr. Macheras: Just like Brevard County's logos, not on every government entity that's in 
our county. It's just not a thought. 

Ms. DeVries: They only think about it when they get their Tax Bill and they wonder what 
that is. 

Mr. Macheras: Yeah. I don't see where there's anything that's been brought up to any of 
us, unless I'm unaware or anybody that works at the course, where there's some type of concern 
of one to the other. I just don't think they're related at all, especially since we don't use the CDD 
logo. I would probably say, up to a couple weeks ago, if you put that in front of me without the 
words, I wouldn't know what it was. 

Mr. Dale: Yeah. 

Mr. Macheras: Because I don't see it. 

Ms. DeVries: Well, it is in all of our agendas. I think it's on our web. Is it on our website 
somewhere? 

Mr. Showe: Somewhere probably. 


Ms. DeVries: Somewhere on our website. The problem that we had with the CDD logo, 
is that until a week ago, we didn't have an electronic copy of it. We didn't have a decent copy of 
it. Frankly, it's a pretty ugly logo. I don't think it represents us well and I don't think it represents 
the Viera community, when I look at that logo, I don't know. You can look at it on the top of the 
agenda, right? No, it's not even there anymore, is it? Okay, it’s not even there. Do we have a logo 
that we can use for the CDD, is my question? I'm still a little unclear on this, because we didn't 
have an electronic copy of it and now I hear that we do. 

Mr. Dale: I think we're bouncing around a little. 

Ms. DeVries: No, I think we're right on topic. High level, lower level. We need to talk 
about the CDD. 

Mr. Dale: Well, here's kind of where I'm at. We've been talking about this for two years 
or longer. We talked about it exhaustively for the past year, where we adapted the Vs and put E's 
in. 

Ms. DeVries: It was a couple of months. 

Mr. Dale: No, it was a year that we were putting it together. That went on for a long time. 
The people that I think are most important, as part of this process, are the employees. 

Ms. DeVries: I disagree. 

Mr. Dale: The reason that I think they are the most important part of this process, is they 
are the ones that have to buy into the whole concept. They're the ones that are dealing with the 
public on a day-to-day basis. We're just the Board and they are the ones that are going to be 
promoting the brand. That is what the logo is all about, the brand. If they're not buying into it, 
we're not there on a daily basis, dealing with the public. That's why it really needs to be more of 
an employee input. I had my preferences in talking to staff. My understanding is this or a 
derivative of this. The reason I say derivative of it, is I do think we need to put our personal 
touches onto it, because I'm not feeling completely good about where this sourced from. I know 
it was online and I know it was from a free thing. 

Mr. Moller: That’s already been done in that drawing. There's been extra lines changed 
and moved. So, it is not the same. It looks the same, but it's not. 

Mr. Dale: Okay. 

Ms. DeVries: I want to take a step back. How do you guys feel about the CDD logo? I 
want to hear from someone other than Rob. 


Mr. Macheras: I think for me, out of the things that we're going to talk about tonight, 
some of which are the ones that I brought up, that's really the least of my worries, because it just 
doesn't come up much. If we want to make it cleaner or make the font different. 

Ms. DeVries: I want to make it a Viera V with text. I want to make it simple. 

Mr. Macheras: Yeah. I don't know if we need to put any symbols on it, because it's really 
just using a professional manner, which is a letterhead or a website. We don't sell any hats or 
shirts that have that on it. So, I think to me, if we just wanted to dress it up a little bit color wise 
and font wise, that's as far as I'm willing to go. 

Ms. DeVries: Okay. 

Mr. Macheras: I don't think we need to do anything. I think the course for me is more of a 
concern, whether we change it or not. If we want to make it look more professional looking, I'm 
okay with that. 

Mr. Showe: And I will say that just as from experience, very few of our CDD's actually 
have their own logo. It's literally just on letterhead script font or whatever. 

Ms. DeVries: Right. So, what I asked Michelle to do, is to do that, but I'm not getting it. 
So, somebody's objecting. I want the Viera V with the Viera East Community Development 
District in a nice font. That's all I want. Nice and simple. None of this. 

Mr. Dale: It sounds like your focus is on the CDD, which is a separate discussion. 

Ms. DeVries: Well, no, what I'm saying is we need to discuss the high level. The high 
level before the low level. So, the high level, is the CDD. I want to talk about the CDD. So, Ron, 
what's your opinion about the CDD logo? 

Mr. Rysztogi: I think I am wearing a hat with the incorrect logo, actually, we should have 
a CDD logo. So, if we all had like the same ball caps on or something, we had the same logo. I 
did like the one. I don't know if you can see the one I'm talking about, but this one here, the 
arrow was straightened so it would look like a bird. I liked that one. 

Ms. DeVries: Okay. 

Mr. Rysztogi: For the CDD. 

Ms. DeVries: For the CDD. 

Mr. Rysztogi: It wouldn't bother me, if the course logo identifies golf aesthetics. I don't 
care. So, if we went with this and changed the word underneath it and it says, “Viera East 
Course” or “Viera East CDD,” or you go to the other one that we were discussing at length with 


the flag and the bottom of the golf club. If you want to put that one for the course, that's fine with 
me. That's the one I like the best, with that correct arrow. This one here for the course. That's the 
one I like for the course and the other one is the one I like for the CDD, if you want two logos. 

Ms. DeVries: If you want two logos. We all kind of agreed that they should be unique. 
That the CDD logo, the course logo and Hook & Eagle logo, could be unique. So, what you're 
saying is the CDD logo is this one and the course is another one. 

Mr. Rysztogi: Correct, if we're going with two logos, two fresh new designs. If you don't 
like the old Viera Corporation logo and you want to get rid of that image, which is what started 
this whole thing, if you want to get rid of that, then go. 

Ms. DeVries: Well, my question is, should we get rid of it entirely or should it be 
somewhere? 

Mr. Rysztogi: Should we get rid of our logo? 

Ms. DeVries: Should we get rid of the Viera V or should it be somewhere? Because what 
I was proposing, is that it should be in the CDD logo. That way we keep it somewhere within our 
branding. 

Mr. Rysztogi: Are you talking about the one with the wreath? 

Ms. DeVries: The Viera V. 

Mr. Rysztogi: Viera V with the wreath. 

Ms. DeVries: It doesn't have to have the wreath, but it should have the Viera V. I mean, 
we are Viera. That's in our name. So, shouldn't that V be somewhere? That's my thinking on it. 
Anyway, you're saying, yes, we should have a CDD logo? 

Mr. Rysztogi: Yes. My opinion is we should have a CDD logo and if you want a course 
logo, too, that's fine. Whenever you guys decide, I'm like, to the point where they all start to look 
good, you know? 

Ms. DeVries: Yeah. I'd like Denise to weigh in. 

Ms. Yelvington: I like your idea of the Viera V and just the letters for the CDD. I love 
that. I think that could be great. I love this, because I think it will sell in the shop. It is true that 
you always see cranes over at the course and it's slick. I really like it. I feel like it would sell, 
even for tourists that come and just play our course once. They might like that. So, of all the 
logos we've seen, I like this the most. 

Ms. DeVries: Okay, but you think we should have a new CDD logo? 


Ms. Yelvington: Oh, I think that outdated one needs to go. Yeah. 

Ms. DeVries: Okay. I think this is a holistic discussion, not just a course discussion. We 
have a collection of logos and as an organization. 

Mr. Dale: But we've been talking about that for all this time and we planned on doing 
that, but they are two different logos. 

Ms. DeVries: What I'm hearing now is, yes, we should have a new CDD logo. Do we all 
like the idea of using the Viera V and some nice, stylized text? 

Ms. Yelvington: I think that sounds good. 

Mr. Dale: I don't know what that means exactly. 

Ms. DeVries: Well, it just means a nice font with the Viera East Community 
Development District. 

Mr. Dale: So, you just want to write out Viera East Community Development District 
with the Viera V? 

Ms. DeVries: Yeah. 

Mr. Dale: That sounds good to me. 

Ms. Yelvington: Yeah. 

Ms. DeVries: Okay. 

Mr. Macheras: Yeah. To be honest with you, I don't even agree with the term logo. It's 
just a business letter heading. I'm like you. I like the font. Put the V on there, because when I see 
the V, just like when you go in every neighborhood we live in, VECA bought all of those nice 
$600 plaques. That V doesn't represent The Viera Company. It represents Viera. So, I think that 
V would keep it consistent, but for the V in that professionally looking, simple, I'm good with 
that. 

Ms. DeVries: Okay. Alright. So, Jason, do we need any kind of a vote? We need to give 
Michelle direction on that. 

Mr. Macheras: Go to Canva and find a nice V. 

Ms. DeVries: No, no, no. It's the Viera V. 

 

Mr. Dale MOVED to create a new Viera East CDD logo that 
incorporates some derivative of the Viera V and a stylized font that 
spells out the Viera East Community Development District and 
Ms. Yelvington seconded the motion. 


 

Ms. DeVries: Do we have any discussion? 

Mr. Macheras: Is that just for Viera East CDD and has nothing to do with the course? 

Mr. Dale: Correct. 

Mr. Macheras: Yeah, I’m good with that. 

 

On VOICE VOTE with all in favor the creation of a new Viera 
East CDD logo that incorporates some derivative of the Viera V 
and a stylized font that spells out the Viera East Community 
Development District was approved. 

 

Mr. Dale: Okay, now my second motion. Jim, again, I want to ask you. I want you and 
the staff on record, because it sounds like you guys have put a lot of thought into this and you 
guys have talked to the employees. 

Mr. Moller: This is Darrin. He's our assistant golf pro and also our merchandiser for the 
course. I trust his input when it comes to merchandising and what we put on our shirts and our 
hats and things like that. Like I said earlier, I think this represents our club, our course, with our 
environmental impact. 

Mr. Dale: How many employees did you talk to, Darrin? 

Mr. Gaus: I would say 10 to 12. 

Mr. Dale: A lot of them. 

Mr. Gaus: Yeah. 

Mr. Dale: This was the consensus pick? 

Mr. Gaus: It is. They all came back with, “We need some kind of change.” We did palm 
trees and different wildlife. This was the one that everybody sort of unanimously said, “That’s 
it.” 

Mr. Moller: We also included the ones that we've had too. 

Mr. Dale: Okay, I'm making a motion right now to use some derivative of the crane. I 
don't know how this goes in the motion, Jason, but I want to make sure that we do whatever we 
need to do to make sure it is separate and distinct from anything out there that may be 
copyrighted or trademarked. I want to cover our rears on that end, but beyond that, effectively 
the silhouette of the crane, would become our new logo. 


 

Mr. Dale MOVED to use some derivative of the crane logo, after 
checking for copyright issues and Ms. Yelvington seconded the 
motion. 

 

Ms. DeVries: I have some discussion. I think we need to think long and hard, before we 
get rid of that Viera V on our course. It has been there for 30 years. We have spent the past five 
years building that brand and building recognition for that brand. I could see where we might 
tailor that. I've been part of all of these logo discussions too and I actually like some of the logos 
that we've come up with. I don't like this one. I will not vote for this one, I'm sorry to say, 
because I don't like the whole concept of putting the wildlife on the logo and course and all of 
that. I think it's kind of old fashioned. But anyway, I think we need to think about the Viera V 
and whether we really should be getting away from a logo that we've had for so long, that we've 
worked so hard to build that brand. Everybody recognizes it, everybody knows it at this point. 
We have, I don't know, tens, if not hundreds of thousands of clients on the course. So, I just want 
you all to weigh in on that. Should we really get rid of that? 

Mr. Macheras: I like one thing that Rob said, which is that part of the process is the input 
from the employees. So, my question would be then, which employee brought it up a couple 
years ago that we should change the logo? 

Mr. Dale: That was part of the election in 2020 and the branding. I'm going to be kind of 
blunt. The reputation that we had out there, was this was the Viera East Geriatric Club and that 
we were a private club and the public was not welcome. Those were all of the perceptions that 
were out there. That is why the previous Board, prior to, I think pretty much everybody here 
being on the Board, voted to change the name to Viera East Golf Course, because it was very 
much a perception issue that was out there in the community. To this day, I won't say once a 
week anymore, but maybe once every two weeks in talking to people, I'll get the comment, “Isn't 
that a private course or a private club?” Then I have to explain, blah, blah, blah. Even after all 
of the advertising, merchandising, everything we've done for the past five years, people are still 
saying, “Is that not a private club?” What some of that is derived from, is the logo means 
something. The logo is representative of the course. It's the symbol of the course. That is what 
the Viera V, in the previous logo, became. Beyond that, there are a number of others. We've gone 


through lawsuits with The Viera Company. I don't know if all of the Board Members are aware, 
but we've had a couple of lawsuits. 

Ms. DeVries: We have. 

Mr. Dale: We've got the current situation now, where the density over on the west side, is 
not what the citizen advisory panels that I sat on, recommended. We have people that are looking 
at the east side and there is a distinction between the east side and the west side. This is just my 
opinion on it. I'm not sure we want to get completely lumped in with that, by incorporating all of 
the things with the Viera V on it, because those symbols mean something. I'm going to be blunt. 
I'm with Ron. I liked the one that we had been developing for the past year. That was my 
favorite. That's my personal favorite. However, what's more important to me, is what the staff 
and the employees want and the buy in from them. If we don't have their buy in, we're not there 
every day dealing with the public. 

Mr. Macheras: So, first of all, I appreciate what you said. It wasn't really that anybody 
sitting in here from the course said, “Hey, we need it.” In the five years since then, we've 
become the most successful we've ever been in the history of Viera East. 

Ms. DeVries: We received all sorts of awards. 

Mr. Macheras: With the same logo. 

Ms. DeVries: Yeah, with the same logo. 

Mr. Macheras: I talked to Jim at length a few weeks ago and that's what prompted me to 
send an email that I realized couldn't go out to everybody, about the logo. By the way, we do 
know that in Melbourne, there is a Crane Creek Course. I just want to make sure that we all 
know that it has a crane on there. So, I think we're getting their input and correct me if I'm 
wrong, we have asked for it, because we're going through this process and we've asked, “Hey, 
what's your input?” Not because they're, again, correct me if I'm wrong, they're clamoring that 
we're having an issue here with the public with this V and what it stands for. I never owned my 
own business, but as somebody said, you manage it like you own it. We are the most successful 
we've ever been in the history of our course and we want to change the logo. I could see maybe 
changing it five years ago, but what we’ve accomplished with the people sitting in here and those 
on the Board that represent the 10,000 residents that we have, it’s not been an issue. I asked Jim, 
how many people come in or call to say, “Can I golf there?” Hardly any. I'm going to get into 
the club versus the course thing later. That's never going to go away. It's never going to go away. 


We still have people I bet, that don't know the difference between the CDD and VECA. It's just 
not going to happen. But it's not an issue. If it was an issue, we wouldn't have 200 people coming 
in on a weekend golfing. So, to me, I think it's a bad business move, to change the logo, as 
successful as we have become in the last five years. Again, I think the only reason we're asking 
their input, is because we've decided it has to be a change, not because they came to us saying 
that they wanted one. I don't look at that V as thinking anything about the west or the central or 
The Viera Company. It represents Viera. I'm not for a change, to be honest with you, because I 
haven't really heard a good reason to change it. 

Mr. Moller: I think most major companies do rebranding every five to ten years. 

Ms. DeVries: Sometimes they do. 

Ms. Yelvington: Sometimes you just need a refresh. 

Mr. Macheras: So, let me just ask you why. Why do you think at this point as successful 
as we are? 

Mr. Dale: Perception. 

Mr. Macheras: From who? 

Mr. Dale: The reason why we're all sitting here on this Board. 

Mr. Moller: We're not the same course that we were five years ago. This is our course 
now. 

Mr. Macheras: But we're a better course than we were five years ago or a better entity, a 
more successful entity. 

Mr. Moller: We’re better than we were five years ago. 

Mr. Dale: We're working to change the perception. 

Mr. Moller: I think the perception still lingers, partially because of the work of the staff. 
Our conditions are just as good as most private courses out there. 

Mr. Macheras: Right. 

Mr. Moller: Our staff interactions and our friendliness and our customer service, is rival 
to a lot of private clubs. 

Ms. Yelvington: Yeah. 

Mr. Macheras: I missed your point though. What are you saying? 

Mr. Moller: You made the point that about five years ago, we were a different course. To 
me, this is kind of showing our evolution. 


Mr. Macheras: That we've become successful and we need to change our logo. 

Mr. Moller: Our new image. 

Ms. Yelvington: Just a new image. Yeah. 

Mr. Macheras: Okay. 

Ms. Yelvington: How many of you are aware that Nike changed their business saying? 
Did you know that? 

Ms. DeVries: It was, “Just Do It.” 

Ms. Yelvington: It was, “Just Do It” and we all know that, right? We all know, “Just Do 
It.” They now are, “Why Do It.” It's not going to make us any less likely to buy Nike. 

Mr. Macheras: Do you think that made more of a difference than if you change the 
check? 

Ms. Yelvington: No, but my point is just that it doesn't change their success. 

Ms. DeVries: Right. 

Ms. Yelvington: This is not going to change our success. This is just a refresh. It'll even 
bring attention to us, I think, because I'd be like, “Hey, look at them.” I think it's time. We've had 
the same thing for a long time. I don't think it's going to hurt us at all. 

Ms. DeVries: I want to hear from Ron. 

Mr. Rysztogi: I don't care either way, if we change the logo or not. I really don't. 
Whichever way the Board decides, that's fine. The only thing I am against, if you do change the 
logo, I am against the crane, I guess, because the two developments in the middle of Viera East 
down near me, is Crane Creek and Six Mile. Those are the two big developments that don't pay 
the CDD fees and I don't think we're associated with the crane. I don't think we are. If we were 
called Crane something or other, maybe I would go with this, but we're not. My opinion is, you 
can either go with the old logo and I'm fine with that or you can go with one of the newer logos 
and I'll probably agree to that. But that is the only thing that I won't agree with, as I don't like the 
crane. 

Ms. DeVries: I'd like to hear from Michelle, because Michelle has been the one that has 
built this, with all of the awards and the changing of the perception of the course and all the 
things that she has done from a marketing perspective. She is also the one that is going to bear a 
lot of the burden of having to change the logo. So, I want to make sure that we hear her thoughts, 
as well as what she's going to have to do, if we do change the logo. What's that gonna take. 


Ms. Webb: Well, honestly, the logo is the brand, right? Whatever Viera East wants to be, 
is what the logo needs to be. This is where it gets hard, is that some golfers don't want it 
changed. Some people want it to change. But I can tell you where I came in, when I started this 
marketing, it was a private course and they called it the Geriatric Club. I still hear that today. 

Mr. Macheras: Do you think that is going to change? I mean, I'm just being honest. I'm 
not saying that's a good reason to change it or not, but to hear that people keep saying it. 

Ms. Webb: It may not. 

Mr. Macheras: Right. 

Ms. Webb: What I see on the course, has changed. We have families there. We have 
younger generations. We have a lot more women. We have kids now that are coming out. We 
have families. So, it's not that image anymore. Changing the logo might not change that image, 
but if you look at all of the things that have changed, like Cracker Barrel tried to change their 
logo, right? And what happened? No one liked it. They spent a lot of money, spent two years 
developing it. They didn't get any buy in from their staff, from people. It was corporate that 
made the choice. 

Ms. DeVries: Customers. 

Ms. Webb: Nothing from customers. It was corporate who made all of the decisions. 
They changed the logo; they put it out there and got a ton of cupcake back. So, whatever you 
guys choose in the logo, the logo will matter to me. Because it's just a way you have to have a 
marketing plan with how you're doing the logo. So, whatever logo you guys choose, I've already 
started writing a marketing plan. So yeah, I have one. To use it, to change it or not to change it. 
Whether it's a club or a course, I've kind of already been putting together how the marketing plan 
would look. The biggest thing is, you have to have the buy in from the people that stand behind 
it, the kids, the people, the course, the employees, they hate the logo. You guys are going to be in 
the same boat as Cracker Barrel. No one is going to be talking about it. No one is going to be 
selling it. It's just a logo, right? But if there's a community balance and everybody shares the 
right thing and wants the same logo, you're going to get that excitement behind it, just like 
anything. 

Ms. DeVries: Has anyone asked the customers? 

Ms. Webb: Well, I actually submitted that. I said, “Why can't we take two logos and put 
it up into the thing and have some voting rights?” Why can't customers that are coming in to use 


our course say, “Oh, I love this one.” You might get the ones that say, “I like the old one, leave 
it alone, don't touch it.” 

Ms. DeVries: Why are you changing it? 

Ms. Webb: But because the people that are part of the old generation, that's part of the 
older Geriatric Club, they're fine, because it was their club. They don't want that change, because 
it's what they know and what they've known for a long time. So that change is not important to 
them. The change would be, because we want the newer generation not to look at that. We want 
to take away that feeling of the course and change it to a different perspective, something 
brighter. Everybody's changing logos. I guarantee you there are going to be logo changes in a lot 
of different places. I see it all the time and I see a lot of people saying that something new is 
coming. Pepsi changed theirs. I don't know if you all noticed that, but in the last two years, 
they've changed theirs and people didn't notice, but they made a change. Nike made their change. 
They do it because of what they used to do and how they're changing it. It has changed and we've 
changed it. 

Ms. DeVries: We went through this at IBM. IBM is a very recognizable logo. 

Ms. Webb: Yes. 

Ms. DeVries: I'm not always on the marketing team, but there was a lot of discussion 
within IBM, about whether we should change our logo, whether it was old, whether it was 
stodgy, whether it was like the old mainframe computers and whether it really represented the IT 
of today. At the end of the day, after all of these discussions, they decided that the logo was just 
too recognizable to, to basically, make that change. They were just going to update the brand 
with the advertising or how they talked about it. Yes, some change the logos and some don't 
change the logos. Right? 

Ms. Webb: And as I said, it's about your marketing plan. But with Viera East, it comes 
with a past. Yes. But the past is based on what we branded it to be. There's your marketing plan 
behind whatever you choose, is what's going to drive it. “Oh yeah, that's the new Viera East 
logo. Oh yeah, I like that one better.” Or you can get a buy in from the customers and put up this 
one and put up the one that you guys like and let them vote and let the people who are enjoying 
the course and part of the structure of our course, have some options here too. I mean there are 
tons of things that you could do. That would actually start really making people aware that this is 
going to happen, if you do that, versus just make the change here and then we market it out the 


door. But I mean that's what I'm saying. Marketing a logo is just based on how you want it to be 
perceived. We can change the look. If we're making changes and we're adding things into our 
course, like the simulator, things like that, it is the perfect time to make this change. I think this 
discussion came up when we redid the whole building and changed the patio. They started 
talking about changing the logo, which would have been the perfect time, but we just never got 
there. So, when you make changes and you add and grow and get bigger, sometimes it's okay to 
change logos. You just need to have a marketing plan behind it. 

Ms. DeVries: We talked about before you got here, you still have your overall logo but 
there's… 

Ms. Webb: I think if you're going to make the change, you need to go, “This was us. This 
is the new us.” 

Ms. DeVries: We already voted on the CDD one. I don't know if you were here for that 
vote, but we're going to use the Viera V and some stylized font, for the Viera CDD logo. The 
motion on the table right now, is whether we want this. 

Mr. Dale: The only thing that I would add to that is, again, we've been talking about this 
for a long, long time and the urgency of why we would change this, is tonight, the County 
Zoning Committee is meeting and that they are voting on our ability to do signage. I know that I 
said it was supposed to be last month. That's what I was told, but it didn't happen. But the bottom 
line is, we've got two monument signs sitting there at the course, that was part of the rebuild. 
That is the last vestige of all the improvements that we made over there, that we're still waiting 
on getting done. Then we're going to have the new signage going in at some point in time, too. 
So, it's kind of important that we have a logo here. It's not good that we just keep doing this. 

Ms. DeVries: I have one more question to the people who work at the course. Has 
anybody ever commented on the logo to any of you? 

Mr. Gaus: Customers, no, I have not. 

Ms. Webb: You won’t. Most people don't look at someone and go, “I wish Pepsi would 
change their logo.” Well, actually the maple syrup lady, everybody is mad about, Aunt Jemima, 
is changing hers. Everybody was really mad about that. 

Ms. DeVries: Like the Cracker Barrel guy, too. Are they going to be mad because we 
take the Viera off? 


Ms. Webb: You are going to have some people mad, because you have an older 
generation, that love the course and have their history of the course and are okay with it being 
that way. It's up to the newer generation. Do they want the old generation image? Do you change 
it to include a different image? 

Ms. DeVries: That’s one of the reasons that I wanted the CDD logo, because you could 
point to it and say, “We still have it.” 

Ms. Webb: They're going to fight that one. I like this one, because you see these things 
out there all the time. I have videos of them looking at me at the Hook & Eagle. He just came in 
and we were both looking at each other and I sat down and just experience them. You see them 
all the time on the course. It's simple. Most of the logos that you're getting these days, are very 
simple. I think that you're going to see a lot of people and it might not be the old crew, because 
they're happy with what it was, but the newer generation, if you put this out and said, “What do 
you all think about this or this,” I think you're going to get a lot of people liking this. I'm just 
telling you what I see and hear. So, I think you are, because it's a newer generation of preference. 

Ms. DeVries: Right. I think when I look at course logos and I see like the wildlife, I think 
that those look more old fashioned than what we've designed as a little more modern. 

Ms. Webb: Sawgrass is just sawgrass. It's not a bird in sawgrass. It's not a lake around 
sawgrass. It's just a cluster of sawgrass on the shirts, right? A peach tree is just a tree. 

Ms. DeVries: Right. 

Ms. Webb: It doesn't say peach tree. It just says it's a tree. If me as a non-golfer, saw 
sawgrass on somebody's shirt, I'm like, “What the heck is that?” But golfers will know. So, 
they'll say, “Oh, that's sawgrass.” “Oh, that's a peach tree.” So, all we have to do, is market the 
image that you guys want and once we put it out there that we've changed our image, changed 
our style, come and see us, we're adding simulators, we're doing these things and we have a 
whole new image, whatever the logo is. 

Mr. Dale: That was effectively what the election of 2020 was all about. 

Ms. DeVries: Alright, but now we spent five years building the brand that we have. 

Ms. Webb: I can build anything. 

Ms. DeVries: I know you can. 

Ms. Webb: I can build whatever next brand we have. 

Ms. DeVries: I know you can. 


Ms. Webb: That's not hard, because what we just do, is do the same thing that we did 
with that one, with a new one. Yeah, we're just going to push the same thing. Come and see the 
new us. Come and see. Now people will go, “Huh, what's new about their image. Oh yeah, I 
want to go see that. What else? Why did they do it?” They'll come to the course. Oh, now we 
have this and now we have that. This is the perfect time for you guys to do it. If you were not 
doing anything and Jim hadn't had any of that stuff on the Board and you all are just sitting here 
and just changing the image, it would be so much harder. But we do have some things. So now if 
you're going to do it, now is the time to do it or else you're going to go back another 20 years and 
not have it. But my fear is with that, it's a 30-year-old image. 

Mr. Macheras: I'm okay if you think it needs to be refreshed, but I'm confused with what 
you just said. Supposedly there's this perception out here, but yet nobody at the course says they 
hear anybody talking about it. So, is it just people come to the restaurant and talk? Where is all 
this perception coming from? 

Mr. Dale: Friday, Saturday and Sunday? 

Mr. Macheras: At the restaurant? 

Mr. Dale: No, at the course. 

Mr. Macheras: From the people that are golfing? 

Mr. Dale: That's why we make the vast bulk of our money on Friday, Saturday and 
Sunday. 

Mr. Macheras: There are going to be examples, but I’m thinking there’s a huge... 

Ms. Webb: Huge brigade of hope. When I said, “Oh, I'd love to have one of the boxes at 
Hook & Eagle Tavern” and they said, “Oh, where's that?” and I said, “Oh, at the Viera East 
course,” they said, “Oh yeah, that’s a private club, right?” 

Mr. Macheras: Well, that's another discussion. We're talking about the logo. 

Ms. Webb: But I mean, that's what I'm saying. So, I send them weather boxes for the 
Viera East Course and they're like, “Oh yeah, that's like still a private club.” So, it does still 
happen. 

Mr. Rysztogi: It's always going to happen. 

Ms. Webb: We have to change that perception. 

Mr. Rysztogi: That has nothing to do with the logo. 


Ms. Yelvington: But it sort of does though. Cause it brings attention to us and you have 
the chance to say, “We are open to the public.” 

Ms. Webb: You're changing the image of what people feel. If I say, “I want to change my 
hairstyle image,” people are like, “Oh, I like you better in blonde.” It's an image creator. What is 
the image that I want to have? Marketing is huge on your image and if your image is a private 
club, it doesn't matter what your logo is. Your image is still there, until you market the change of 
your image. We've been marketing the change of your image for five years now. So maybe this 
might help a little bit more, because it's going to be the new Viera East and we have Sassy 
Saturdays and we have leagues and it's not private. We have all of these events. You got the 
Hook & Eagle and all of this stuff. It's a huge change of your marketing. That's kind of where my 
marketing plan is. It's going to be imaging something new and it starts with the logo. 

Ms. Yelvington: I think this is much more distinctly Florida and Brevard County to my 
eyes, than that Viera V would have been, the VE that we were looking at doing. To me, I feel 
like this. It just seems perfect for the course. They're always there. It represents our county. It's 
slick. It's all the things that we wanted. I think it's just more likely to sell than a V. 

Mr. Dale: And I'm going to emphasize again the fact that this is what staff wants. 

Mr. Moller: Also, I had resident in my office this week. I had this image still up on my 
board and he saw it and loved it. 

Ms. DeVries: So, do we have any more to discuss before we take a vote? 

Ms. Yelvington: I have one question about this. What about the monument signs on 
Murrell Road? 

Mr. Dale: Those are owned by the HOA. 

Ms. Yelvington: So, they have the V with the wheat and that stays. 

Mr. Dale: Yes, those are theirs. 

Ms. Yelvington: Okay. 

Mr. Moller: We'll change the one at the four-way intersection between Golf Vista and 
Clubhouse Drive. 

Ms. Webb: One of the things that we will help you guys with, is separating that 
community. 

Ms. Yelvington: That's true. 


Ms. Webb: Because the Viera East Golf Club is the community, the residents and the 
houses. 

Ms. Yelvington: Okay. 

Ms. Webb: Then you have the Viera East Course. You both have the same V. 

Ms. Yelvington: I like that. 

Ms. Webb: So, if this goes out as the Viera East Course and the V is the Viera East golf 
community, it is going to give some significant change that they're no longer the same. They 
don't own it. The residents don't own the course. It's a separate entity, just like the Hook & Eagle. 
So, it might help with that too. 

Ms. DeVries: Is there any further discussion for the vote? Okay. We're all nodding our 
heads no. Rob put a motion on the table for us to change the course logo to the one with the 
crane on it. 

Mr. Dale: With the caveat that we will do our due diligence. If we have to make subtle 
corrections, maybe with a wing or a beak or something, we will make it our own, so we don't get 
sued over a trademark issue. 

 

On VOICE VOTE with Mr. Dale and Ms. Yelvington in favor and 
Ms. DeVries, Mr. Rysztogi and Mr. Macheras dissenting, use the 
new crane logo, after checking for copyright issues was not 
approved. (Motion Failed 2-3) 

 

Ms. DeVries: So, the next question is, what logo do we want for the course and how do 
we get there? We talked about, do we put some logos in front of the community and get some 
input somehow or do we just decide amongst ourselves here or do we keep the one we have? 

Mr. Macheras: I'll refer to Jim, when we talked a few weeks ago, again, that's what also 
opened up my mind to do a little research on the difference between the wording of club and 
course. You mentioned something about the V and maybe that's changed in the months since we 
met and I'm okay with that. Making some minor changes to that V, putting something that 
looked like a compass or an E, I don't know. Is that still something you like or maybe that's 
changed, but we talked about something. 

Mr. Moller: I mean, of all the images that we had before from the designers, really the 
only one that I could get behind, was the V and the E. I wasn't married to it, but out of the group 


that we've had, I could live with that. But just after some of the experiences that I've had in the 
last month with some clubs, everything just seemed simple. I thought this kind of really touched 
on what we have. We have wildlife. We have cranes out the wazoo. Actually, as an omen, the 
day after Darrin and I made this, we had a crane get hit with a golf ball on 15. We had four or 
five people out there hovering around this crane, doing concussion protocol, until it got up and 
we scooted it off of the course. 

Mr. Macheras: Yeah, I like that. I think Ron brought up a point that I didn't even think 
about, between the Crane Creek Course in Melbourne and some of those others, if the 
community, not just us five, think that we need to refresh it, then I'm just one vote. I don't know 
if the crane would just be relative to other things in the area. I don't know. That was my opinion. 
You brought up some good points about some neighborhoods with the word crane. So, I don't 
know. 

Mr. Rysztogi: Well, we did a lot of work, over a long period of time, with collectively 
inputting whether or not we wanted the E symbol to be on there. So, we put that work into it. We 
put the V into it, because we always said, “Well, that's the V. Everybody knows the V.” Then we 
kind of came down to this one. So, it had everything. I thought that we all collectively had our 
own little input. Everybody put a little piece of it into it and this is what we came up with as the 
Board, until I walked in here tonight. I actually thought that we were going to be voting and I'll 
tell you the truth, I thought we'd be voting on this logo and it would be over in five minutes, until 
this one came in. I'm not against this, but I won't vote for it. However, if this is what we end up 
with, so be it. It's not the end of the world. But if you want my opinion, since we all collectively 
worked long hours to get down to this logo, I want to go with this logo as my choice. 

Mr. Dale: Darrin, let me ask you, what did staff have to say on that version? 

Mr. Gaus: We had about three or four pages, maybe 20 logos that staff came up, 
including this one and then we showed staff, all of the ones that your design company worked on 
or produced. We got them to initial which ones they liked and we didn't get one initial, on any of 
the ones that the design company came up with. They looked at them. They had various 
opinions. It looked too corporate. Too much like clip art. That was the wording that was thrown 
around. That was the staff's input. 

Mr. Dale: Jim, what's your comment? 


Mr. Moller: I think I pretty much made it clear. I think this one kind of represents us. 
Yeah, we have a V, we have an E, we have arrow, we have a flag. Like I said, when this is what 
we were presented with, this was the one that I thought was the better of the group. I don't like 
the ones with the club and some of the other ones. I think they look very pre-schoolish. I just 
think the prestige of our course deserves something a little bit more. 

Mr. Macheras: So let me put on a different hat. Is there anything with that crane that we 
could do, that might make it lean more towards Viera East, that maybe takes away from the 
Crane Creek and the Crane Reserve on 92? I don’t know. 

Mr. Moller: Most of those birds were just a silhouette outline. This is more brushstrokes. 
I think it differentiates itself that way, by facing east. 

Ms. Yelvington: It is facing east. 

Mr. Dale: Can we put an E on his beak or anything? 

Ms. DeVries: Yeah. Ron, you mentioned earlier, that there were two logos that you liked. 
We don't have any of the logos in front of us, so it's kind of hard to have that discussion about 
the alternatives. But hearing from staff that you wouldn't be happy with any of them and we're 
not happy with the crane... 

Mr. Macheras: Darrin, is that right? 

Ms. Gaus: Yes. 

Mr. Macheras: So, with the current one that we have, have you and Jim talked or Lacee 
about tweaking that a little bit that might look nice? 

Ms. DeVries: That’s my thought. 

Mr. Macheras: Because when Jim and I talked, he kind of got me on this path down a 
rabbit hole. 

Ms. DeVries: If we could take away the wheat. 

Mr. Macheras: I don't know, is there anything else that we have now that might, like 
Michelle said, that we could change or an enhancement, but leave enough of the old school? I 
don’t know. 

Ms. DeVries: Yeah, like if we could take away the wheat and do something more modern 
in its place. So, we would still keep the Viera V. Maybe not a cursive text, maybe more like this 
type of a font or a different font and take away the wheat and maybe have something. I'd have to 
look at designs, but something more around it that is different. 


Mr. Rysztogi: I agree with you, but I think that's going to start the ball rolling all over 
again. Then we're back to square one, in my opinion. We're going to go, “Okay. That's where we 
were when we started. We got the V and we got the wheat and let's do some minor changes here 
and there and make it a little simpler design.” 

Ms. DeVries: Why didn't we do that? 

Mr. Dale: For all of the reasons that we said at the beginning of the meeting. 

Ms. DeVries: Like Michelle was talking about, we want a new image. 

Ms. Webb: I will tell you that. 

Mr. Dale: We don’t want to be directly tied with The Viera Company logo. 

Ms. DeVries: We disagree on that, but okay. 

Ms. Webb: Logos don't get changed overnight. There's no corporate company out there 
that's changed a logo in a year or two years. Some of them take seven. Some of them take 10 
years to change the logo. So, I know you guys keep saying, “Well, we've been talking about it for 
a long time.” We've made some changes and some introductions, but one of the things that I 
talked with Eric about, who's a designer, he said, “The hardest thing is, we’ve got a lot of 
people's input on what they want,” but it's going to take longer because everybody's opinion on 
what it should be, is going to not be collaborative. 

Ms. DeVries: It's much easier for an entrepreneur to do a logo. 

Ms. Webb: He said, actually, the Nike logo was not the preferred logo of Nike. They got 
into a crunch. The co-owner hated it. He didn't want it. He finally said to his designer, “You pick 
it, whatever it is, I hate that one. Don't put that one” and the designer picked that one. Read the 
whole outline of Nike, because it was not what they wanted and now they're made history. So, 
sometimes you got to decide who's the right person to make the decision. 

Mr. Rysztogi: It's just a shame that we're spending this many hours on a logo. We have 
all of these other things that we need to talk about, things where we're really growing, we're 
really moving along and we get into this little hurdle over a logo. I told Jim, I thought, this is it. 
We're going to come in. I'm not going to say anything. It's going to zip right on through and I 
don't see that we're on the verge of making a decision or even close to it. 

Mr. Moller: I'll be honest with you. There were some times before, where I was just so 
frustrated. I was just like, “Let's just keep what we got.” But, I mean, Michelle had a good point 
earlier and I know Lacee could probably back me up. She runs into it a lot. We get a lot of 


people that come in or call, thinking that we're the Viera East golf community HOA offices, I'm 
guessing because of the Vs and the logos. 

Mr. Rysztogi: But that's not going to solve it, if we have this one. That's not going to 
solve that problem. 

Ms. Webb: It will a little bit. 

Mr. Moller: Probably not overnight. 

Ms. Webb: It's going to take a couple years for this logo, whatever we pick. So, we're 
going to have to be putting both logos up for a little bit, until it gets shifted. But it is going to 
help separate that mentality in that area. It's going to create a little bit of a shift. I talk about us all 
the time, in everything I'm doing, because not only am I doing it for the community, but I’m also 
doing it for the Hook & Eagle. I hear a lot. I know you guys probably don't, because you're not 
out doing what I'm doing. It is hard, because I'll hit people going, “No, it's not a private course.” 

Mr. Moller: I think we need to take that more as a compliment now. 

Ms. Webb: I do. 

Mr. Moller: Because like I said earlier, I think our conditions and our customer service 
emulate a course. We can still educate them. 

Ms. DeVries: I work a lot with facilitating creative processes, in my work. One of the 
things that I have found, is sometimes if you move away from the discussion and you talk about 
other things and you come back to it, sometimes there are new ideas. Somebody will have an 
idea and it kind of gets the ball rolling again. So, is that okay with you, if we move off of the 
logo topic? 

Mr. Rysztogi: I think we're not getting anywhere. 

Ms. DeVries: Yeah, we're not getting anywhere. 

 

B. Discussion of Club vs Course Language 


Ms. DeVries: The next one is equally as important. We’re going to talk about the course 
versus the club name. 

Mr. Dale: So just to be clear, this Board is deciding to keep in place, the two monument 
signs and all of the things that we've been doing, when we've been discussing this for two years. 

Ms. DeVries: No, we didn't decide that. What we decided, is that we didn't want the crane 
logo. That doesn't mean we don't want to change the logo. It means that we don't want that logo. 


Ms. Webb: They need more time. 

Mr. Dale: Alright. 

Ms. Webb: More options. 

Mr. Dale: Alright. 

Ms. DeVries: We still haven't decided, if we're going to change the logo and what it's 
going to be. We're going to come back to that. 

Mr. Moller: Could we spend time with variations of the bird logo? 

Ms. DeVries: I don't like the bird. I don't think we should have a crane. I don't think we 
should have a bird. That’s my opinion. But others kind of said, “Yeah, I don't like that it's a 
crane,” because we're not Crane Creek. We're not a crane. 

Mr. Moller: Versus a flying crane. 

Ms. DeVries: Our CDD logo is a flying crane. But, no I don't think that tweaking that 
logo is really going to help. That's my opinion. I think part of the problem, was it got sprung on 
us by surprise, too. 

Mr. Rysztogi: To me, it lost Viera East, in my mind. 

Ms. DeVries: Me too. 

Mr. Rysztogi: The other one that we had, didn't leave Viera East, in my mind, whether 
you say, “Course, golf club, with golf, without golf,” at least the Viera East, when I see it, it's in 
my mind. If I was wearing a shirt and it had the crane on it, people would say, “Oh yeah, that’s 
the course guy.” 

Ms. Yelvington: But we just agreed that we're moving past this and coming back to it. 

Ms. DeVries: We’re going to move past that. Rob, you can give us the history on this, but 
I'll start, because I was part of this, five years ago, even though I wasn't on the Board, I was part 
of the discussions. As we've been talking about, there was an entire mentality in this community 
that the Viera East Golf Club, was a private course. There was the word, “Club” and there's this 
word, “Membership.” Those got thrown around all the time and there were people who made 
anybody who wasn't part of their clique, feel unwelcome. So, what the Board decided to do, 
when the new Board came in, was change the name to the Viera East Golf Course. We also 
changed, “Membership” to “Season Passes.” So, we don't want to infer at all. Obviously, we 
have this perception out there that we're a private club. So, the reason we changed to “Course,” 
is because we didn't want anybody to think that we were private. It is a public course and we 


were trying to change that perception. Now there's some discussion about putting the name, 
“Club” back on. I'm going to let Jim talk about that, because I think a lot of that is coming from 
me. 

Mr. Dale: I do just want to emphasize what you just said, though. The name of the course 
right now is, Viera East Golf Course. 

Ms. DeVries: Right. 

Mr. Dale: I just want to make sure that we’re clear on that. 

Mr. Moller: I just wanted to bring it up again, since we were changing logos. I was not 
for the changing of the course name from “Club” to “Course.” I get the reasoning behind it; 
however, Rockledge is private or public. 

Mr. Macheras: I know it's public, because I golf there. 

Mr. Moller: They are known as Rockledge Country Club. 

Mr. Macheras: Right. 

Mr. Moller: Cocoa Beach is public. They are known as the Cocoa Beach Country Club. 
Duran is public. They are known as the Duran Golf Club. Yes, there are some private golf clubs 
out there. Golf club gives the distinction of prestige to a course. So, as a better golfer, if I go on 
vacation and I look at courses in the area, a golf club has better facilities and better conditions. I 
just think our course kind of deserves better recognition, than just being a course. I get it. We are 
a municipality. It changes us from the HOA. When I went to the Toro Ambassador, I was the 
only public course there. So, we have some prestige in the industry. I think we need to hold on to 
that. 

Mr. Macheras: So, I had a conversation and again, I appreciate you bringing that up and 
I'm glad Rob asked you to start. I apologize. I should have done this research before and I just 
kind of went with the flow and I spent some time going online and talking with you. I will say 
exactly what Michelle said earlier. Sassy Saturdays, Music On The Patio, that’s what clubs do. 
It's not what golf courses do. Golf courses don't have that stuff. So today, I went online. 
TripAdvisor lists the top 15 courses in Brevard County. Seven actually, including us, because 
they still had the name on there, are called clubs and the top four are called clubs. 

Ms. DeVries: So, it's six out of 15. 

Mr. Macheras: Yeah, the top 15. Seven go by the name of, “Club,” including the top 
four. 


Ms. DeVries: Well, that includes us and we're not a club. 

Mr. Macheras: I know. But TripAdvisor, still has it wrong. Clubs have that language or 
that perception that they offer more than just being a course with a range. I get this feeling and I 
could be wrong and it's kind of like the discussion we had about social media. I feel like we're 
catering to the few. I'll give Rob credit. Even if it was somebody once a week, that's 50 people. 
We're getting 200 people golfing on some of our days. If I'm a golfer and I'm in a new area, I'm 
going to go on Golf Now or I'm going to go online and if I have a question about whether I could 
golf there or not, all I have to do, is go on the app and if there are no tee times, then I know I 
can't get one. So, people that golf know. I still ask the same questions, but I find out. I don't not 
go there, because it's called a club. I find out, but I just feel like we're catering to the perception 
of a few. When I look at the Duran Golf Club and Cocoa Beach Golf Club, the word that would 
make me think private or public, is the word, “Country.” The two country clubs in our county 
are open to the public. But that would be the one word, not so much “Club” versus “Course,” 
but “Country” versus “Club,” would make me think more private. So, in my heart, and again, I 
get it and Rob is correct, change it back and forth, but I'd rather do the right thing, than not do 
the right thing, because we keep changing our mind. I think based on all of the work that 
Michelle has done and what we have to offer and comparing to the other six that are in the top 
15, we're doing ourselves a disfavor if we don't call ourselves a club. A few people will call. I 
call sometimes when I travel. But I think we're lowering our standard or the perception of who 
we have become, thanks to Michelle and the people that work at the golf course, by changing or 
keeping the word, “Course,” because people have questions. I don't want to cater to those few 
people. I want to cater to the 99% of the people and the work that's being done, that makes us a 
club. That’s my input. 

Mr. Rysztogi: The thing that's going to make the difference in my mind, is that sign out 
of Murrell Road, that says, “Open to the public.” People drive by it every day and if they see this 
sign that says, “Open to the public,” that's going to be a big help for us. 

Mr. Macheras: Let me just ask you. So even if it says, “Club,” “Open to the public” is 
going to be a big help. Is that what you're saying? 

Mr. Rysztogi: “Open to the public,” is going to be the line that is going to make the 
difference, whether you say, “Course” or “Club.” “Open to the public” is what's going to catch 
your eye and that's going to solve the issue, because I agree with what everybody else is saying. 


The average person comes up to you and says, “Oh, is that open to the public? I thought that 
was private.” I get that all the time, but I'm not a golfer and I hear that from my neighbors, who 
have been living here in Viera for years and they don't know. 

Ms. Webb: Up until 2021, it was treated like that. 

Mr. Rysztogi: True or lack of what we were doing at the time. 

Ms. Webb: Or their spaces were full. 

Mr. Moller: There were no tee times. 

Ms. Webb: There were no tee times, because people that had memberships were playing 
every day. No one would get in. So, the way that it was being run, it was being run as a private 
club, even though it was still at that point in time, open to the public. So that's where you guys 
had to get out of that hole. We are out of that hole. There are always going to be those people 
going, “I thought it was a private club.” I wear my shirt around town. People are like, “It’s a 
private club.” No, it’s not. That's how we've gotten 60 women to show up, because of word of 
mouth and talking about things. Right? That's what it takes. It takes constantly putting it out 
there and having a marketing plan on how you're going to do it. So that's why when you guys 
decide what you're doing, then we can make a marketing plan of how we're going to get that 
image out there, whether it's club, course, cranes or whatever. You just have to have a plan and 
you guys all have to be on the same page. The golf course has to be on the same page and then 
we put it out there and do a big, huge thing about it. It might cost me a little bit more in my 
marketing budget, but that's what you have to do to get it out there. So, it's really not so much 
about the logo. It is about what you guys do behind it, to make the image, so they know that they 
can call and book a tee time. We got to get that out there. So just know that as you guys are 
talking about this, it's really about the plan you put behind it to market it. 

Mr. Rysztogi: Well, when we market it, maybe we ought to use more emphasis on that 
fact in the advertisements and make that a stronger point. 

Ms. Webb: The first three years, everything I put out had, “Open to the public.” 

Mr. Rysztogi: Okay. 

Ms. Webb: Now, it is not as needed. 

Ms. DeVries: I just want to say, we wouldn't even be having this conversation if those 
things didn't work. 

Mr. Rysztogi: Okay. 


Ms. DeVries: There are so many more people coming in now that know it's open to the 
public. Look at our revenues alone. 

Ms. Webb: That was all about a marketing plan that was put in place when you guys 
hired me and said, “We want this known” and that's what we've been doing for three years. 

Ms. DeVries: Right. Denise, do you have thoughts on club versus course? 

Ms. Yelvington: I don't have the emotional tie to either, but I think it makes sense, based 
on the description that Bill gave, that we are more of a club than a course. I like that it does give 
more prestige in the name. I think the two signs, actually there are more than two signs, right on 
Murrell Road, that are going to continue to say, “Golf club,” because you're telling me that's for 
the HOA. So, it just seems like that separation between a course and a club, we're always going 
to be that club, because that's where you turn in to go to the golf course. I don't know. It doesn't 
bother me that much. So, I don't see the problem with being a club. I think if Duran is a club, 
then we're more of a club than they are. 

Ms. DeVries: Rob, do you have any further thoughts? 

Mr. Dale: I’m not willing to make a change until I see the logo. 

Ms. DeVries: Okay. 

Mr. Macheras: I like what you said. When I was doing my research, which I should have 
done before, when I looked at club versus course, what I read, was it's mainly used to represent 
the offerings of the facility, not to voice members only. I think you had a key point. Duran, 
Cocoa Beach, they don't seem to have an issue with it. So, if I were one of the other four and the 
only reason I would not want to go back to club, was because there are some people that might 
question it, I don't think, a good enough reason, because we would be catering to the few. That's 
just my opinion. 

Mr. Dale: I will draw a big distinction there. Again, I hate to keep going back to the 
election, but that is essentially what we campaigned an entire year on and why three new Board 
Members and then subsequently two other Board Members came on. It was all about the change. 
That was literally our slogan; “Viera East. It's more than just a golf course.” 

Mr. Macheras: Which it is now. I think that's what makes it a club, because you said it 
earlier, we are different. 

Ms. Yelvington: Yeah. 


Mr. Dale: But my point is, you're referencing a few people. It was more than a few 
people. 

Mr. Macheras: It's not the majority. Again, if it was an issue, we wouldn't have six others 
called clubs that are in the top 15 in our county. 

Ms. Yelvington: I think that distinction was necessary at that point in time, more so than 
it is now. Honestly, I don't think most people even notice what we call it. They still call it a club 
even if we say, “Course.” 

Mr. Dale: I do think it needs to be integral with the new logo though. We decide it when 
we get our new logo. 

Mr. Moller: Yes, I definitely agree with that. That was one of the reasons why I wanted to 
bring it back up for discussion. It was because of the logo. I don't to want to change it back to 
club and then months later we change the logo. 

Mr. Rysztogi: I agree. 

Ms. Yelvington: I do think we need an “Open to the public” sign and we're never going 
to have one of those at the course, as people are driving by. There's nothing. Right. We're not 
going to have a sign that says that. 

Mr. Dale: We’re going to have one at Woodside. 

Ms. Yelvington: Right, but not at the course itself. 

Mr. Dale: Well, we're going to have banners up. 

Ms. DeVries: Right. 

Mr. Macheras: When is that vote? Next week or today? 

Mr. Dale: Today is the zoning meeting and if the comes out of the zoning meeting with 
five votes, then it's pretty much decided. 

Mr. Macheras: I could go, if it's voted, with a package deal. I think you and I were 
talking, when golfers talk about where they're going to go, they don't say Duran or Viera or 
Cocoa Beach. They don't even say golf. 

Mr. Moller: They don't even use East. 

Mr. Macheras: Yeah, exactly. But I think if we were to vote to go back and that was 
integrated with whatever we decide on, I think that would be a big plus to make that happen. So, 
I could be with Rob and if we vote to go back to club, do it at the same time as the logo. I think 
that would put the pieces together correctly, if we vote such. 


Mr. Dale: You just said something that really hit me. You said, “We go to play at Viera.” 

Mr. Macheras: Right. 

Mr. Dale: You are right. That is what people use all the time. 

Ms. DeVries: That's a really interesting point. Maybe it isn’t Viera East. Maybe it's Viera. 

Mr. Dale: No. We’re going back to the VE one that we all liked as our second choice. It 
seems to be the consensus second choice for everybody. 

Ms. DeVries: Right, although there was another one. 

Ms. Webb: I want you guys to realize that on the website, it's not Viera East Golf Course. 
It's not Viera East Golf. It's VieraGolf.com. That is the course's website page. It's not Viera East 
Golf Course. 

Mr. Dale: Well, that's a website. 

Ms. Webb: It’s Viera Golf. That's it. 

Mr. Dale: But we spent a lot of time with the E and the triangle of death or whatever we 
call it and the compass point and all of the other stuff. 

Ms. DeVries: Okay, so what are you saying, Rob? 

Mr. Dale: I'm just drawing attention to the fact that I'm going to play Viera. Well, that 
might be 70% of our logo issue. We're going to play Viera. The Viera V. We'd like the second 
choice with the VE, with all the symbolism in it and the triangle. 

Mr. Macheras: Can I make a comment? 

Mr. Dale: It just really hit me when you said that. 

Mr. Macheras: Do we normally vote tonight or no? 

Ms. DeVries: Yes. 

Mr. Showe: No, we actually don't normally vote. Because we didn't have the last 
meeting, we advertised this one as a regular Board meeting. So, you have the ability to vote. 

Mr. Dale: This is a voting meeting. 

Mr. Moller: Gotcha. 

Mr. Showe: I should have clarified earlier. 

Ms. DeVries: But you know, if we're talking about the name. 

Mr. Dale: Right. 

Ms. DeVries: Should we keep East? 


Mr. Macheras: I would prefer so, because eventually and you tell me if I'm wrong, 
because we don't have a West yet. We have a central. 

Mr. Dale: We have a central. 

Mr. Macheras: But is it there going to be a West coming at some point? 

Ms. DeVries: Oh, even further West. 

Mr. Macheras: So, I think for that, I would like to keep the distinction, because there are 
going to be three of us. 

Ms. DeVries: I’m throwing that out there, because if everybody just calls it Viera, then 
are we the Viera Golf Course? 

Mr. Macheras: So, I guess my question would be this. Again, do we want to contemplate 
everybody doing their research, whether we go back to club or do we wait until we get a logo? 
Do we vote on the logo and see if it passes or should we wait? 

Ms. DeVries: I agree that we should vote on the logo and the name together, but I can 
buy into that. 

Mr. Dale: What does the Course Manager think of that VE that we've been working on 
for a year? 

Mr. Moller: Of all the logos that I have seen, that’s second behind my crane. 

Mr. Macheras: I’m going to throw one other wrench into it. The crane is what brought 
this up to me. Michelle knows this better than us. Whenever we go out there on a Friday or 
Saturday, at some point in time, we're all looking west, because of what? 

Ms. Webb: The sunset. 

Mr. Macheras: If there was going to be a logo, but again, I know we get into the colors 
and the shirts and all of that and that might be messier than we want. Really, it's not the crane, it's 
the sunsets that sets us apart. But that might be too much of a flashy logo. However, I could get 
behind that. 

Mr. Dale: Yes and no. 

Mr. Macheras: I don't know. Or a sun that looks like a compass. 

Mr. Dale: I don't know. I’m just throwing that out. 

Mr. Dale: What we're truly trying to come up with, is our core logo. Because I know at 
the last meeting, Denise had ideas about a sunset and building in grass. However, that depends 


on what we're marketing, whether it's a shirt or a specialty shirt or specialty cups or cups for the 
patio. That's something we can incorporate along with the core logo. 

Mr. Macheras: Sure. 

Mr. Moller: To me, the sunsets are more attached to the restaurant, than the golf course. 

Mr. Dale: Right. That's why I say for a specialty. So, if we're doing it with the restaurant 
and we talked about getting plastic cups with a logo on it, that's maybe somewhere we could do 
that. 

Mr. Moller: A lot of places have secondary logos, like Oakmont up in Ohio. They have 
their old school OCC holding the script and then they have another one that they use for 
merchandising and things like that. 

Mr. Dale: Right. 

Mr. Moller: So, you can have a secondary sunset logo for the Hook & Eagle, for cups and 
whatever. 

Mr. Dale: Right. I spent a lot of time building up that Hook & Eagle logo. 

Mr. Moller: No that stays. That's the logo. But maybe we can have a logo for the patio. 

Ms. DeVries: So, Rob, you were saying that you think it's important for us to vote on this 
logo tonight. 

Mr. Dale: I think we need to make a decision. We've been beating a dead horse for 
several years now. 

Ms. DeVries: Alright? Are we ready to come around back to this or maybe talk a little 
more about some of these other things? Maybe we do some Staff Reports and then come back to 
it. 

Mr. Dale: Would you guys be able to live with the VE one? 

Mr. Gaus: My personal opinion, after researching 20 to 30 of the top courses and clubs in 
the country, which I think every golf course is trying to emulate in some way, they don't have 
any logos that look anything like this one. They all have very simple palm trees, grass, a crooked 
stick, birds, things like that. 

Mr. Dale: Would you have considered a swoosh for Nike? 

Mr. Gaus: Probably not. 

Mr. Dale: That's my point. This is very distinctive, very simple, but it's recognizable and 
it would set us apart. It is very simple and I think simple is the number one issue with the logo 


here, because you're talking about embroidery and it's hard to put stars and all sorts of stuff with 
embroidery. You need very simple. Lacee, do you have any thoughts? 

Ms. Gelardo: If it's not the crane, which it sounds like, is off the table, that would be the 
only one out of all of these. 

Ms. DeVries: Even the new ones. You don't like the new ones. 

Mr. Dale: Marketer? 

Ms. Webb: I’m not picking one. Whatever you guys get me to market, is what I'll market. 
But the only thing that I will say, is you do have to do some research. You guys have put a lot of 
time and effort into the compass, but most golf courses logos have nothing to do with golf. They 
really don't. They represent their name in some sense, but they're not golf. 

Mr. Dale: Yeah, but that logo has nothing to do with it. We know what the compass point 
represents, but there's no golf club in it. 

Ms. Webb: A logo is a representation of what you guys want it to mean. 

Mr. Dale: Right. 

Ms. Webb: It doesn't have to mean Viera East. It doesn't have to be a V and E. It has to 
be what you guys embed as meaningful to what the course gives you. Everybody's had 
experiences with these cranes. I've chased them off the patio a thousand times. So, we as a Board 
are sitting here trying to make a decision of what golfers experience. We're trying to make it 
about the title and name. It's not about the name. It's about what the golfers experience when 
they're on the course. I know Crane Creek has their thing, but this is Florida and this is Viera, 
and this is what we all get. Duran's got lions. 

Mr. Dale: Lions and palm trees. Is there a bear in there somewhere? 

Ms. Webb: So, I mean, if you go to Duran and look at their logo, unless you know Duran 
and went through Duran, you don't even know that was Duran. We are Florida. So, if the golfers 
say, “Oh, my God, I love it, because I've hit those birds with my golf balls. They have chased me 
down. I got too close to their babies. They poop all over the range,” that's what they're going to 
recognize and connect with. That's what you guys need to think about. 

Mr. Macheras: So let me ask this. You all voted yes. So, I do like the idea that it's 
simplistic, because you remember those more than you remember anything else. Listening to the 
three from the course and Michelle, do you think there will be an issue with the neighborhoods? 
They might be willing to come out of the rabbit hole. 


Ms. DeVries: You would be the swing vote. But this is a big thing and I would like for us 
to be a little more unified, but from what I’m hearing, maybe that's just not possible. 

Mr. Macheras: So, we heard from Ron on what he liked. You were the other no vote. 
What would you lean to? 

Ms. DeVries: Personally, I think we should stick with the Viera logo and modernize it. 
But that's my opinion and if I can't have that, then actually I'd have to look at Ron's notes again. 
The one that we're talking about is okay. Ron, do you have those new ones? There was a new 
one that I liked. 

Mr. Rysztogi: Yeah, with the arrow down a little bit. 

Ms. DeVries: With the arrow down a little bit. 

Mr. Rysztogi: You can just lower the angle east a little better. 

Ms. DeVries: Yeah. 

Mr. Rysztogi: But that's not going to make it or break it in somebody's mind, I don't 
think. It's two degrees off. 

Ms. DeVries: No, that was a simple fix. I kind of liked some of these that were in the V 
shape with the little flags. A lot of the courses have these little flags on them. I liked the one with 
the golf ball, but I know nobody else did, so I won't even bring it up. I could vote for several of 
these, but I can't vote for the crane. I could vote for any of the triangle ones that we had and the 
VE one. But my question is, how do we get there? We didn't have printouts of these logos here 
today and my instinct because of that, is how can we vote on a logo when we don't have the 
logos in front of us? 

Ms. Webb: Can I ask just a basic question? One of the things when Eric and I were 
talking about the Nike guy, I just handed it over to one guy and said, “You make the decision and 
you better make it work.” Why do you guys all have to be the one to decide it? Why can't you 
decide to give it to one person to pick the logo for the course and make it work? Then you can 
blame that person. I'm just saying, you guys are all not going to agree on everything. I've been 
doing this for four years. The Board before you guys, all did the same thing we are doing. 
Somewhere you guys have to trust the people. Because when you guys don't run again for your 
positions and you’re making this 30-year change on a logo for a golf course, you might not be 
here in another eight years, they still have to go with this logo. 

Mr. Rysztogi: No, they can change it. 


Ms. DeVries: The new Board can change it. I think we were all pretty close on that VE 
one. If staff's opposed to it… 

Ms. Webb: If you don't have your staff behind what you guys want to change, it's hard to 
change something. 

Ms. DeVries: No, I agree, because I don't want them standing in front of a customer and 
they don't like it. 

Ms. Webb: Why can’t you say, “This better work. You better pick this and it better work 
for us.” 

Ms. DeVries: Because we go to the restaurant and people come up to us and they go, 
“Why did you put that crane in the logo?” 

Ms. Webb: I don't understand why you changed the logo. You're going to have that 
question. But then you're going to have people say, “Oh, my God, I’m so glad you changed the 
logo. I love it. It’s so cool.” This is a business decision, but you have a lot of opinions that I keep 
hearing. We're not going to get to everybody loving one logo and that's not going to work very 
well. So why don't you guys as a Board, decide to say, “Hey, we trust this person to make the 
best decision on a logo for the golf course, because it's in his heart and soul and he's going to 
make it work.” Notice that I said, “He.” 

Ms. DeVries: We did. 

Ms. Webb: If his heart is behind it and he's the person who is making you guys the 
money on the golf course and keeping it to be beautiful and pristine, you guys may not be around 
in 10 more years. We hope that he is. 

Mr. Moller: I got 17 years to retirement. 

Mr. Rysztogi: But you always hear the phrase, “Two heads are better than one.” 

Ms. Webb: But these are five heads. 

Mr. Rysztogi: Yeah, five heads are better than one. 

Ms. Webb: But not in this thing. This was an image. If you guys had to decide whether to 
vote to have a patio or not have a patio, 100%, that's all about money, right? This is about an 
image and a logo and what that brand is for that course that he is maintaining and making perfect 
every day. He's got to have that value. It's like me with my passion with Head Start, right? I'll 
fight you until they tell you, that Head Start is really great for every child, not just kids in 
poverty, right? He's got that passion for the golf course. Why aren't you guys giving him that? I 


don't want to take it away from you, but I'm thinking, why are all you guys having all of this 
opinion on what it should be, because he hears it every day. He's going to hear it every day when 
you guys change the logo and then he can say, “Because I loved it and we are changed and are 
going to do it and this is what we are going to do.” So don't worry about everybody else. I'll 
make it happen. I'll make it wonderful, if it's what you guys want. But I mean, if you guys say, 
“Shut up”, I’ll sit down. 

Ms. DeVries: I don't think we can give away that. It's too big of a responsibility to have it 
all on 10 shoulders for 30 years’ worth of one logo and to change that. I'm not comfortable with 
that. I don't know about the rest of you, but I'm not comfortable with that. 

Mr. Macheras: So, remind me how you all got to this. 

Mr. Moller: It kind of stemmed from what he was saying earlier. An orange tree is an 
orange tree. It's just a simplistic thing. I went to Toro and talked to a bunch of guys. They all had 
very simplistic logos, which had nothing to do with golf or tennis or whatever the clubs had. 
When I was driving to work, I saw a new community called Heron’s Bay in Southwest Palm 
Bay. It actually had a black silhouette of a bird. I'm like, that's sharp, but that's not it. 

Mr. Dale: All right, you've got me at a weak moment. I'm going to make another motion. 

Mr. Macheras: I was going to make the motion. 

Ms. DeVries: I like the weak motion. 

Mr. Dale: You might like mine. 

 

On MOTION by Mr. Dale seconded by Mr. Macheras with Ms. 
Yelvington, Mr. Dale and Mr. Macheras in favor and Ms. DeVries 
and Mr. Rysztogi dissenting, to use the new crane logo, which staff 
preferred, after checking for a copyright check and including the 
words Viera East Golf Club was approved. (Motion Passed 3-2) 

 

Mr. Dale: Can we stop talking about it? 

Mr. Showe: I will say just as an observer, you may not recognize it, but these are really 
good problems for this District. The fact that this is probably the most controversial decision you 
guys have had. I have CDDs that don't have enough money to fix their roads. They don't want to 
raise assessments. The fact that you guys are having this much discussion over a logo, is a good 
problem to have. 

Mr. Dale: Yes. 


Mr. Showe: We're not here talking about other problems of things falling apart and 
people complaining. So again, just for some perspective. 

Mr. Moller: It's kind of like when we get people complaining that the greens are too fast 
or the greens are too slow. If that's what you're complaining about, we've done our job. 

 

SIXTH ORDER OF BUSINESS Old Business 

A. Action Items List 


This item was not discussed. 

 

SEVENTH ORDER OF BUSINESS Staff Reports 

A. General Manager’s Report 


Ms. DeVries: Moving onto Staff Reports. General Manager. 

Mr. Moller: Okay, I'm going to start a little differently. I think in my process of the patio 
simulator, bids and processes and stuff like that, I reached out to this gentleman, Doug Bess, as a 
second bid and learned a lot more than I ever thought I needed to learn about the project and 
things that were not a good design, i.e. the composite decking for the food and beverage out 
there, falls into cracks. Yes, we have a lattice around it, but we have organic matter growing 
underneath the deck, which create smells and attracts rats, snakes, raccoons, you name it. 
Actually, probably a cheaper alternative, would be to basically do a bulkhead with decorative 
stone, with a paved patio with no seam. So, it's a seamless patio. 

Mr. Dale: Solid. 

Mr. Moller: Solid. We don't have to worry about anything underneath. We have 
structures for any kind of advancements or expansions that we ever want to do in the future. I 
mean that alone, I didn't think of the pest control and all the other things. It might turn out to be a 
little bit cheaper in the long run by doing it that way too. 

Mr. Dale: I would just like to double down a little bit on some of it. Again, a couple 
things. I had the opportunity, during the course of the week, to do a walk around the facility with 
Doug and Jim. In that walk around, Doug is pointing out that there is a pipe, just as an example, 
the sewage pipe that is in the cart barn. 

Mr. Moller: The vent. 

Mr. Dale: The vent. Doug looks up at it and he says, “Do you guys have a drainage 
problem or smell issues?” Jim's like, “Yeah, we’ve had it forever and blah, blah, blah.” Doug 


says, “Well, look at the way that's tilted. That's why, because it's not allowing the odor and 
everything to evacuate, which probably happened at the installation when the clubhouse was 
built.” It is just a simple thing and you can see where the pipe is down. Anyways, where I'm 
going with this, is that Doug is a resident of Wingate Estates and a resident of this District. He 
has a vested interest and he cares about things. I think Jim's probably going to make a couple of 
suggestions, but my gist is that when we are listening to Doug, understand that in addition to his 
expertise as a General Contractor, he cares about the District. That's what I wanted to say before 
he introduces himself. 

Mr. Moller: Yeah, I mean, obviously just do like a quick one. I think what I'm starting to 
come across, is I got quotes for sunshade protection from the existing patio. I have two quotes. 
One is for $43,000. That is basically just for a black sunscreen, that has 90% UV protection and 
probably about 90% or so protection for wind and rain. The other one is basically the same thing. 
It's a black screen. However, this screen is hurricane wind rated. I forget what the mile an hour 
is. 

Mr. Dale: 120 miles-per-hour. 

Mr. Moller: 125. It's $48,841. So, for a couple thousand dollars, we now have hurricane 
protection. Both units will basically be attached to the existing pillars. It's pretty much going to 
be right inside of the existing rail, the guardrail with just two tracks. Everything will be stored at 
the top. Everything has power. We can do a wall mount switch with four different switches. We 
can raise and lower one or all four, however we want to do it, halfway, whatever the case may 
be. It will start from the Hook & Eagle wall, where the bands are currently play for Music On 
The Patio, so this way if we have inclement weather, we can close that and we have no intrusion 
coming there. It would go all the way around to where the existing plastic tarps are now. 

Ms. Yelvington: Are we building out at some point? 

Mr. Moller: No, I looked at that, to try to get it to where we are, but right now it's kind of 
like on a drip line. 

Ms. Yelvington: Are we expanding the patio? 

Mr. Moller: No, basically all we're doing, is we're just mounting the sunshade. 

Mr. Dale: I think what she's asking, is at some point in time is there a plan to expand the 
patio out? You're talking about the screens. Denise is wondering, are we going to build onto the 
patio. 


Ms. Yelvington: Right, I am, because I'm trying to follow what you're saying where 
they're going to go. I thought we were going to potentially build out to where you're describing. 

Mr. Moller: We're going to build out with the new outdoor open-air patio. 

Ms. Yelvington: Yeah. 

Mr. Moller: That's different. I was asked before to make sure that we upgrade our current 
wind and rain protection that we have right now. 

Ms. Yelvington: Okay. 

Mr. Moller: So basically, this will kind of right off of the existing columns. It will just 
have tracks mounted to those columns, that can raise and lower screens. 

Ms. Yelvington: Right. 

Mr. Macheras: Let me ask you, because I'm a little confused. So, where the band plays 
and there's a little sidewalk to walk out to the putting green, when I step off and I'm on that 
sidewalk going to the putting green, is the place on the right where this extra patio is going to 
go? 

Mr. Moller: To the right of it, yes. 

Mr. Macheras: Okay. So, I guess in reference to what she's saying, is that going to have a 
roof? 

Mr. Moller: No, it's going to be open. 

Ms. Yelvington: Oh. I didn’t think about that either. 

Mr. Dale: With the option to add a roof at some time in the future, should it be 
successful. It's really about cost control right now. 

Mr. Macheras: There are going to be tables like let's say during a storm, because you 
were talking about these being hurricane proof. Are those going to be removable? 

Mr. Dale: You slide everything onto the existing patio. 

Mr. Moller: With these hurricanes, if we have a storm coming, we can take all of the 
furniture out of the new outdoor patio and slide it into the current patio and close the screens. 

Mr. Macheras: Okay. Now I have a better understanding. 

Ms. Yelvington: Thank you. I understand better too. 

Mr. Moller: All these screens are doing, is just in inclement weather, we would close the 
outdoor open-air patio, so we can still have outdoor seating. 


Mr. Macheras: We have fans in there. I'm just thinking, if it's hot and we have rain 
coming down, if those things come down, is there still going to be some circulation? 

Mr. Dale: Yes and we won't have to remove the fans in the event of a hurricane now. 

Ms. Yelvington: Okay. 

Mr. Dale: Because they get up there, they start swaying and everything. That's a big pain 
in the rear. They have to take the TVs down. It's like we can just throw all the junk onto the 
patio, because it's all covered and protected. 

Ms. DeVries: That's what I do in my house, because I have hurricane fabric that goes 
over my patio. 

Mr. Dale: Yeah, the Kevlar. 

Ms. DeVries: Kevlar. 

Mr. Dale: That's basically what this is. 

Mr. Moller: So basically that $50,000, I kind of rolled into the patio simulator project as 
well. So that kind of upped my numbers. Currently, right now, I think ballpark, you’re looking at 
about $100,000 for the golf simulator room build out, about $150,000 for the patio build out, 
$50,000 for the simulator technology, $50,000 for the blinds and then probably about $75,000 
for all of the patio furniture, simulator room furniture, TVs inside of the simulator, just all the 
accessories that come along with it. 

Mr. Dale: Are you getting economies of scale, though, because of the fact that you're 
putting the two together? In other words, are these like individual prices or are we getting those 
prices, because it's kind of a package deal? 

Mr. Moller: Yeah, it's pretty much like that, because you have the mobilization and stuff 
like that. So, if you have a contractor come out and do the simulator and come out a couple 
months later and do the patio, there are going to be extra fees and charges. 

Mr. Dale: Right. So, this kind of makes it a package deal. That's all. 

Mr. Moller: So again, with the extra $50,000, to me, that brings it to about $425,000 for 
the entire thing. When I first did my presentation, I was at about $340,000 or $338,000. 

Mr. Macheras: It would be a simulator outside shutters. 

Mr. Moller: Yes. The shutters I didn't have in that initial business plan presentation. 

Mr. Macheras: Do we have reserves? Is the money sitting somewhere? 


Mr. Showe: Yeah, it's in your capital project funds, as of September 30th. This doesn't 
include your profits for this year, which haven't been finalized, but there is close to $1 million in 
the golf course reserve. 

Mr. Dale: Talk to me about return on investment (ROI). That's the main reason why I'm 
interested in it. 

Mr. Moller: These are very conservative. I didn't want to overestimate anything. I know 
we have room to put more than 10 to 12 tables out there. I'm figuring let's just buy 10 to 12 
tables to start with and we can add more tables as we need. I'm thinking that an average of about 
$20 to $30 per table, can generate up to $400 in additional revenue per use day. Now what I'm 
defining as a use day, is optimal weather and temperature. I'm figuring between November and 
April, we're probably going to have about 100 days out of the year that we could consider 
optimal use. We could have more. So, 400 hours at 100 days, is about $40,000 in revenue, just 
with the additional outdoor seating and dining. It's an improved venue for Music On The Patio 
on Saturdays. We could probably get some better acts. I think we can probably see an increase of 
10% to 20% in sales, during Music On The Patio. I did some numbers that should be anywhere 
from $6,000 to $10,000 in extra revenue a year, from having a better venue for the music. We 
could use that as a private event space rental for weddings, retirement parties, birthday parties, 
things like that. I know Lacee just got married, so she's pretty up on what it costs for room 
rentals and stuff like that. For a four-hour rental, we could cater it out. We could rent the space 
for $3,000 for four hours and $250 for every additional hour, whatever the case may be. If there 
was inclement weather, we would just have to have a backup date. It's like any other outdoor 
venue. 

Ms. Gelardo: They did have language in my contracts, that inclement weather could 
affect this and that's kind of not their problem. 

Mr. Dale: Yeah, but we do have enough space under air. 

Ms. Gelardo: Yeah. 

Mr. Macheras: Jim, are there umbrellas for the tables? 

Mr. Moller: My initial plan, to keep the cost down, is to use the same tables that we have 
on the outdoor patio. Every single one has basically a little hole in the middle, for the nice large 
roll up, roll down umbrellas. 

Mr. Macheras: During the summertime it's hot. You got to have something. 


Ms. Yelvington: Yeah, especially if there is no ceiling. 

Mr. Moller: Actually, we can turn this into a Phase 2 or Phase 3 project that we can 
probably look into getting some sales. I know in some of the original talks, the engineering for 
all of that, would just kind of blow us out of the water. 

Mr. Macheras: So, you have the flooring, whatever you just mentioned earlier. 

Mr. Moller: The patio deck. 

Mr. Macheras: Furniture and rails going around. I'm just trying to picture what we’re 
spending the money on. Okay. 

Mr. Dale: Can you go back to having birthday parties and weddings? Are you talking 
about tournaments? 

Mr. Moller: It's an upgraded venue to support larger scale premier tournaments. We 
already have the junior achievement that came last year. They loved it, but we packed them in 
there. They were inside of the Hook & Eagle, outside of the Hook & Eagle, they were 
everywhere. We got the Shepherd's Men coming next weekend. They have to rent their own tent 
every year. 

Mr. Dale: So, what kind of dollars are we talking about for birthday parties, weddings 
and tournaments? 

Mr. Moller: I mean I think all together, including the additional dining area, you could 
generate $55,000 to $80,000 extra revenue a year. 

Mr. Dale: Wow. 

Mr. Moller: I still think that's conservative. I really do. 

Mr. Macheras: What's part of this whole $400,000 picture? What's that outdoor piece? 

Mr. Moller: Probably the build out is about $150,000 for just the patio. 

Mr. Dale: So, you're talking about $100,000 in additional revenue. 

Mr. Moller: Depending on the furniture, because a six top with chairs and that recycled 
lumber, is about $3,500 to $3,800 per table. So, in my estimation of 10 to 12 tables, it was about 
$38,000 in patio furniture. 

Ms. DeVries: Okay, so we're talking about a total investment of? 

Mr. Moller: Just under $200,000, for just the patio? 

Ms. DeVries: Okay, let's just say $200,000 for the patio. 

Mr. Moller: Not including the blinds or anything like that. Just the patio build out. 


Ms. DeVries: We were going to do the blinds anyway, because they're broken and we 
need to fix them. Right? 

Mr. Dale: Right. So, if that were the case, then we're talking $375,000. 

Mr. Moller: $375,000. 

Mr. Macheras: Not to jump the gun, but that simulator, as you mentioned, it's a whole big 
picture. There's a place in Palm Bay that is just constantly advertising. 

Mr. Moller: It seems like every month, there’s a new one. 

Mr. Macheras: So, I think that will bring in revenue. Do you know what I'm saying? 

Mr. Dale: I think there's a one-year payback on that thing. 

Mr. Macheras: I think so too. 

Mr. Moller: I'm thinking probably $100,000 build-out for the room, $45,000 to $50,000 
for the simulator and then depending on how we want to decorate the inside, there would be 
another probably $20,000 or so for that. Then I'm looking at a simulator for $50 an hour. We’re 
guessing about four hours a day on average, is probably what we can rent it at. 

Mr. Macheras: Right. 

Mr. Moller: Most likely it would be more, but that's $200 a day. Dave and Darrin, can 
charge for premium lessons, because another aspect of this, is it has the club fitting capabilities. 
Actually, one thing that I didn't even think about, just talking to Darrin about it today, is we can 
get we can get with Trixon or with Titleist. We might not get any fees for it that day, but we can 
gain attraction to it and have a specialized club fitting in that room, that people reserve for a half 
hour. 

Mr. Dale: Can we charge for that? 

Mr. Moller: No, not for that. It's a free fitting, but it gives exposure. 

Ms. Yelvington: Do any of the brands ever sponsor such a thing? 

Mr. Moller: I don't know. 

Mr. Dale: It’s on the table. 

Mr. Moller: We can get with Strixon, get with Titleist and ask them what they would do 
for us. We could just hang a couple banners. Anyway, I'm guessing that there is some potential 
extra lesson revenue of $5,000 to $10,000 per year, by it being used 363 days per year. 

Mr. Dale: So, what was your initial number though, for the simulator room? What do you 
think on an annual basis revenue-wise? 


Mr. Moller: I'm thinking $85,000 to $100,000 per year in revenue. That's also including 
extra food and beverage revenue, because there's going to be food beverage service in there. 

Mr. Dale: Is that a conservative number? 

Mr. Moller: I'm thinking $25 to $50 per day in food and beverage, which is pretty 
conservative. I had $200 per day for the rentals. 

Ms. DeVries: You had $175,000 with $85,000 to $100,000 per year. We're talking about 
the simulator. 

Mr. Moller: For just the simulator. The simulator build-out is about $170,000, give or 
take and it's $85,000 to $100,000 per year. 

Ms. DeVries: For two years. 

Mr. Moller: 18 months. 

Mr. Dale: Simulator build out includes the equipment? 

Mr. Moller: $170,000; $100,000 for the build-out, $50,000 for the technology and maybe 
another $20,000 for some TVs, tables and chairs. 

Mr. Dale: Okay, so $170,000 all in with everything. 

Mr. Moller: Yeah. $100,000 was just to build an empty room. 

Mr. Dale: Okay. 

Ms. Yelvington: How long does the project take? I don't remember that. 

Mr. Bress: So, you're looking at 90 to 120 days from go to operational, design permitting 
and so forth. 

Mr. Dale: The simulator room doesn't disrupt any activity while we are in season. 

Mr. Bress: Correct. So, we can move forward with that right away. 

Mr. Dale: But the patio build-out would have disruptions. 

Mr. Bress: Correct. 

Ms. DeVries: The simulator is a no brainer. I look at those numbers and I say, “Well 
that's a no brainer.” I look at the patio numbers and it's not as much of a no brainer to me. I 
mean I hear all of the events and stuff like that and that is stuff that we've been wanting to do. I 
could see where it has that ROI. 

Mr. Macheras: Would you be more comfortable if we went forward with one of them and 
saw how much money that generated and then re-evaluate it in six months? I think, to me, that's 


going to make as much if not more money than the patio. I'm just throwing that out there, would 
you be more comfortable waiting, to see if we get more funds coming and we can move forward? 

Mr. Moller: My numbers for the patio build-out and patio revenue, you're looking at 
about a two to two and a half year ROI on just the patio, if the patio was standalone. 

Mr. Dale: Try to be ecstatic over it. 

Mr. Macheras: Again, I don't have the expertise that you all have. So, we have the 
building for the simulator. What is $100,000 going to do? What is involved in doing that buildout? 


Mr. Moller: We have to knock out part of the brick wall, as you're coming through the 
breezeway, to put in a doorway in. 

Mr. Macheras: Okay. 

Mr. Moller: We have to basically wall it off, fireproof it, to separate it from the cart barn 
and install air conditioning. 

Mr. Macheras: Okay. 

Mr. Moller: Carpeting. 

Mr. Macheras: Anything up here? 

Mr. Moller: Well, yeah, the roof tiles, stuff like that. 

Mr. Macheras: Okay. I was just trying to see where that $100,000 came from. That's kind 
of already there. I just wanted to see. 

Mr. Moller: Yeah, I'm pretty sure the demo of the door itself is going to be probably a big 
chunk of that $100,000. 

Mr. Bress: You're going with a storefront and sidelight. 

Mr. Dale: Gotcha. 

Mr. Macheras: I'm Just curious what you all think about whether we should do projects or 
just one. 

Mr. Dale: With these kind of ROI numbers, based on what you shared, I'm not going to 
be as rosy, but we were talking about, based on what Jim just said, over $100,000 on the patio. 
The simulator room is a no brainer for me. I actually think that we're going to be back in a year 
talking about building our next simulator room. 

Mr. Macheras: It's a hot thing going. 


Mr. Dale: Here's my big concern and you guys have heard me before. We've got a lot of 
money just sitting, drawing 2%. Let's face it, our biggest reserve item is the irrigation, which cost 
us $3 million this past time and that is a 25 year plus item. If I were a financial advisor working 
with a client with a 25-year goal, it's a no brainer. You need to be in equities. There's never been 
a period of time over 20 years that the stock market has lost money. If you put your money in at 
the beginning of the Great Depression, it didn't matter. So, for me, it's about getting the ROI 
more, because we're actually losing money having it in a money market, because inflation erodes 
that money. 

Mr. Macheras: Right. 

Mr. Dale: Therefore, if we're not able to go into investment vehicles that normally I 
would recommend, then I want to go to things that are essentially sure, as close to a sure bet for 
us, as there are. 

Mr. Macheras: Right. 

Mr. Dale: In this case we're investing back into the facility. 

Mr. Macheras: To bring in more revenue. 

Mr. Dale: I do remember from a previous discussion, Jason said that we are able to, I 
don't want to get into the logistics of how it happens, but however we do it, we're able to code 
the revenues from these projects, to show up on our financials. 

Mr. Showe: Certainly, just like you have a restaurant line, just like you have all of the 
different categories that you can categorize. 

Mr. Dale: Right. We can see what our money coming back is going to be and I'm going 
to want to see that. 

Ms. DeVries: At least for the simulator. For the patio, is kind of harder. 

Mr. Showe: It would be up to the staff in the office to make sure that they code it, such 
as, “Special events/patio.” 

Mr. Dale: Right. I don't want to get into the weeds on that, but we're talking about a lot of 
money here in revenue and time is money and delaying the decision. I'm going to be honest, we 
took a lot of heat at the time and my biggest regret on this Board, is that we did not move 
forward when we had the opportunity to put the professional putting course in. It would have 
been done by Pot Strokes. We had residents that were showing up and they were all militant 


about, “Oh, there's windmills going on our course.” Had we done that four years ago when we 
were talking about it, all of our numbers showed a payback in two years. 

Mr. Macheras: Right. 

Mr. Dale: At conservative numbers. We're four years into it and now the Pop Strokes isn't 
going in. We'd be cleaning up right now if we had done that. Oh, absolutely, because there's no 
putting area around. We would have had five years at a minimum. Even if the new Top Golf, 
which is going to be in another two or three years, put something in, we would already have 
made all of our money and everything would be gravy right now. So that's kind of the way I'm 
looking at the patio and the simulator room. There are two different issues. 

Mr. Bress: There's a timing issue, though, with the patio. If you delay, it's in the cycle. 
Because we have again, probably a good 90 days for design and permitting. That takes us into 
the middle of peak season. You're not going to go tear all of that up in the middle of peak season. 
So, even then, construction will be delayed, towards the end of the simulator. If you delay a 
decision on that, you're going to be a whole other cycle into the future. 

Mr. Dale: Right. 

Mr. Bress: And we'll be having this conversation. 

Mr. Dale: Right. The other component of this… 

Ms. DeVries: When would you want to be pouring the concrete? 

Mr. Gaus: We want to have the permit in hand, before the rainy season starts and just as 
the peak season ends, we can jump in there. 

Mr. Dale: Okay, so like end of April time. 

Mr. Bress: Probably at the end of April. 

Ms. DeVries: April/May. So, you would need a decision from us by, let's just say 
February. 

Mr. Dale: No. 

Mr. Bress: No, because you need a solid 90 days for design and permitting. 

Ms. DeVries: A solid 90 days for that. Okay, so if you want to start in April, you need a 
decision by the end of January. 

Mr. Dale: No, we need a decision this month. 

Mr. Bress: Yeah. Then we lose some economies of scale. So, we're going to one engineer 
and one architect. We're going to be doing that twice. There are going to be two separate POs. 


Ms. DeVries: Okay, got it. 

Mr. Bress: If you're going to do it, do it now. 

Mr. Dale: Make it a package. 

Mr. Macheras: Can I add, you said we have about $1 million, but that doesn't include… 

Mr. Showe: Yeah, right now we’re showing about a $375,000 profit for this current year. 
So that's not included in that. 

Ms. Dale: Right. 

Mr. Macheras: Included in the million. 

Mr. Bress: Incorrect. 

Mr. Dale: It would be close to $1.5 million. 

Mr. Showe: Most of the project is out of your current year revenue. 

Ms. Yelvington: So, we're essentially reinvesting our proceeds in ourselves. 

Mr. Dale: Yes. 

Mr. Macheras: Yes, right. It would just take a while like you say, to recover our cost, but 
once we do, that's all gravy, at a better rate than what we're getting now. It's just going to be that 
lag time to get there. Just as if we were building a new business or something. 

Mr. Dale: Exactly. 

Ms. Yelvington: If we build it, they will come. 

Mr. Dale: Thank you, Kevin. 

Ms. DeVries: Is there any further discussion? Do we need a motion on this? 

Mr. Showe: Well, I think the motion would be, if you want to proceed, to direct staff to 
coordinate with the vendor or try to get a contract together. Obviously this is a larger scale 
contract. 

Mr. Dale: Well, it's different than that. We know ballpark what the cost is going to be and 
Jim shared before that it was $425,000. 

Mr. Moller: With the screens. 

Mr. Dale: With the screens. Right. $375,000 otherwise. 

Ms. DeVries: The screens are separate. 

Mr. Dale: Yeah. 

Mr. Showe: Yeah. I'd almost recommend, making a motion on the screens and let Jim 
proceed on those. It takes that off of the plate and then we're just dealing with the construction. 


Mr. Dale: Alright. Where I'm at, because we got wrapped up an hour and a half to 
another two hours into the logo and everything, we are not here to implement all phases of this as 
a Board. We are here to trust Jim and our GC to do this stuff. So, in the past we have used the 
not-to-exceed motion a lot. I would like to go that route. Do you think we need to separate it out? 

Mr. Showe: My preference would be to have you guys approve the screen proposal. 

Mr. Dale: I would like to approve both. Whether it goes into that sum not-to-exceed or 
whether we separate it out, I don't care. 

Ms. DeVries: I would like it to be separate. 

Mr. Showe: My only thing is, whatever contract we go with on the construction design, 
we're going to have to bring that contract back to the Board. 

Mr. Dale: Alright. Then in that case, what I would like to do, is make a motion to approve 
a not-to-exceed of $50,000, for the purpose of doing the Kevlar hurricane patio screens, as Jim 
discussed earlier. 

 

On MOTION by Mr. Dale seconded by Mr. Macheras with all in 
favor the purchase of Kevlar hurricane patio screens in a not-toexceed 
amount of $50,000 was approved. 

 

Mr. Dale: So now we're down to the $375,000, which we gain economies of scale as 
Doug just shared, because of permitting and things like that. 

Mr. Moller: That's a golf simulator. 

Mr. Dale: It includes furniture, that kind of stuff. 

Mr. Moller: Yeah, it's about $250,000 for construction. 

Mr. Dale: $375,000 would get you there though? 

Mr. Moller: $375,000, all in with the technology and everything else. 

Mr. Dale: Your expectation is you would probably be under that though. Correct? 

Mr. Moller: Yeah. 

Mr. Dale: Okay, then I make a motion that we do a not-to-exceed $375,000 for the 
purpose of doing a patio build out, along the timeframe that Doug just shared, granting that 
authority to the Course Manager, with funds would coming out of reserves. 

 


Mr. Dale MOVED to purchase a simulator room in a not to exceed 
amount of $375,000 to be paid for out of reserves and Ms. 
Yelvington seconded the motion. 

 

Mr. Showe: The only addendum that I would make, is having it subject to a contract, 
because of the size of it. You're really just directing the staff to go ahead and start entering into 
contracts. 

Ms. DeVries: So, we may not need to make a motion. 

Mr. Showe: I think you need to direct staff to start taking action to get it going. 

Mr. Dale: Because we're giving them authority to spend a lot of money. 

Mr. Macheras: He has to bring it back to us. 

Ms. DeVries: Do we need a motion to direct him to do that? 

Mr. Showe: Yes, with an expense of this size. 

Mr. Dale: He's going to do all of this stuff. Here's your allowance for the week, kid. 

Mr. Showe: I will work with Jim and separately track all of the expenses, so that we have 
kind of a running total that we can present on a monthly basis. 

Mr. Dale: Right. With the caveat that as best we can, you guys work out the logistics of 
it, but I want to see financials on this stuff, as we start producing revenue. I want to see the ROI 
on it. 

Mr. Moller: One thing, we can dive into the Lightspeed restaurant, to see if we can pull 
table by table reports. Assign the tables on the new patio certain numbers and then this way as 
the girls ring it in, then we can maybe pull $50,000 through $55,000. 

Mr. Dale: This way the Board isn't involved every time they have to pour a footer or 
make selection of what paver to use and all of that kind of stuff. I just expect you to use good 
taste. 

Mr. Macheras: That patio doesn't need a logo or anything, does it? 

Mr. Moller: That’s an excellent discussion. 

Mr. Dale: That's a great idea. When we do the pavers, we can put a big crane in the center 
of the patio. 

Mr. Gaus: I think we can collectively come up with a design for the middle of the patio 

Mr. Dale: We need a big crane in the center of the pavers 

 


On VOICE VOTE with all in favor the purchase a simulator room 
in a not-to-exceed amount of $375,000 to be paid for out of 
reserves was approved. 

 

Mr. Showe: We’ll get the contract together. 

Ms. DeVries: So, Jim, is there anything more under your report? 

Mr. Dale: You're not getting any more money, Jim. 

Mr. Moller: I'm going to go through this real quick. CDD maintenance, we did trim all of 
the oaks at Woodside Park. However, there are still some limbs that need to be done. He did not 
want to take too many limbs off of the trees this time of year. So, we're going to come back in a 
couple weeks to take some more off. Taking too many limbs, especially major limbs off of trees 
right now this time of year, will shock the trees. Golf course maintenance, we’re getting ready to 
apply the bulk turf nutrition on the course. We're changing things up this year. In the past we've 
used synthetic fertilizers, because it is cheaper and it has no odor. However, a lot of the fertilizers 
are coated in synthetic plastics or in plastics, to make it a slow release. It breaks down and turns 
into microplastics. Microplastics are under soils. They do no good for our microbes, which keeps 
our soils healthy. When I first started as superintendent, I switched our greens program to a more 
carbon based one and I've seen nothing but great results coming from our greens. Our disease 
pressure is way down. Our pest pressure is down. The plants are healthier. So, we're going to 
start doing this on the entire course. There might be a little bit of odor for a day or two, as we 
apply it. It is poultry-based manure from micro hens. It is high in calcium which is a great macro 
for the plants. For the CCD maintenance and golf course maintenance, there are two pieces of 
equipment that they need. Both are broken and I need to replace them. There is a lake bank 
mower, which is a three-point attachment for a tractor. It's basically a reciprocator bar that 
knocks the lake banks on both the golf course and the District. That's $3,500. They're within my 
spending, but I'm still letting you guys know. The second one is a concrete scarifier for all of our 
District walkways, with all of the uneven payments. 

Mr. Macheras: What does that do? 

Mr. Moller: It grinds and shaves the unevenness. So as the sidewalks heave, they just 
grind and smooth it, so there are no more trip hazards. That's $7,800. They're both within my 
spending, but I still wanted to bring it to your attention. 


Mr. Dale: That’s all part of our Reserve Study anyway and what we're building the 
reserve for. 

Mr. Moller: It's knowledge. Other than that, financials, we have all of the September 
financials. In September, golf finished at $140,000. Last September, they finished at $111,000. 
Food and beverage finished at $76,000. Last September, it finished at $61,000. So, food and 
beverage did a lot better than last September. 

Mr. Dale: Wow. 

Mr. Moller: Last September, golf lost $24,700. Food and beverage lost $2,700, for a total 
month loss of $27,405. This September, we lost $23,100 in golf and food and beverage made 
$5,173, for a total month loss of $17,000. So, we did $10,000 better than last September. For the 
2024/2025 fiscal year, golf operations had a net profit of $358,590. Food and beverage 
operations had a net profit of $14,927. So, both branches of our operations did exceptionally 
well. Actually, it was the second-best year in history. Our total net profit was $373,517, which 
was the second-best year in the history. To put this into percentages. golf revenues are up 8.8% 
over last year. Food and beverage revenues are up 11.7% over last year. Total revenues were up 
9.5% over last year. Golf ops and maintenance expenses were up 8%. Food and beverage 
expenses were up 3.4%. Total expenses are up 6.8%. Our total net profit this year is $373,000, 
versus last year’s $265,000, which is $107,000 better. So, our total net profits are up 40.6% over 
last year. 

Mr. Macheras: You know, I think one thing you said that's very impressive, the restaurant 
revenue was up 11% and the expenses were only up 3.4%, because that was a concern a couple 
years ago. So, to me that stands out as much as anything that we're controlling that. 

Mr. Dale: I agree. Golf operations gross, what are they up again? 

Mr. Moller: 8.8%. 

Mr. Dale: Okay. So almost 9%. The reason why I asked that question, is obviously that is 
the only metric that measures whether or not us minimizing or doing away with or whatever 
we're doing with season passes. We're up 9% and we're scaling back on season passes. So that 
tells us that that is working. 

Mr. Moller: The public players are coming. So, with that said, we broke the $350,000 
mark and all of our staff will receive a 5% bonus. That will be in their check tomorrow. That is 
the perfect time for them for the holidays, which staff is very excited about. As for October, I 


don't have the final numbers yet; however, golf rounds finished at $142,000. Last October we 
were at $108,000. The caveat is we had the Hurricane Helene mess last October. But we did have 
quite a few closed days this October because of rain and whatnot. 

Ms. Yelvington: I was curious about how our new raised path did with all of the flooding. 

Mr. Moller: Absolutely phenomenal. 

Ms. Yelvington: Oh good. 

Mr. Dale: Did that gain us days? How many days would we have been shut down? 

Mr. Moller: None. 

Mr. Dale: Even with all those rain days, it still would have been usable. 

Mr. Moller: We didn't have the volume of rain to raise that lake to overflow. We still had 
other areas that normally flood. That stayed high and dry. I think when we were flooded, we 
were closed anyway. I don't think it's gained us any days yet. 

Mr. Dale: But it will. 

Mr. Moller: It's still early. 

Mr. Macheras: I walked past it the day after all of those rains and that sidewalk was 
completely dry. 

Mr. Dale: Wow. 

Mr. Macheras: Just looking at it from the road that goes around. So right after that, 
because that was when the back nine was still closed. I think it took more of a hit than the front 
nine. That sidewalk was dry. 

Mr. Moller: I mean the only thing that cart path probably showed, is along what we call 
the bunny trail, after you leave the cart path going to the 17th fairway. There are two culverts 
underneath that cart path, that connect the two wetlands. We think those are compromised, 
because now that we don't have the flow, it disappeared in 24 hours. 

Mr. Dale: Right. 

Mr. Moller: We think we might need to look at those culverts. 

Mr. Dale: Okay. 

Mr. Moller: Which are very simple. It's not a big project. 

Mr. Dale: Right. Okay. 

Ms. DeVries: Sometimes those are big. 


Mr. Moller: Yeah. I think those are probably damaged. Food and beverage finished gross 
revenue at $68,000. Last October, it was $67,000. The restaurant was pretty much on par with 
last year. Traditionally, October loses about $10,000 to $15,000 as combined. I'm pretty sure 
we're going to be at break even for October. October is usually a big expense month, because 
we've punted a lot of expenses as we close our year off and try to keep staff from spending. So, 
we tend to spend a little bit more in October, to get ready for the next fiscal year. I just did all of 
my early order purchases for chemical and fertilizer and signed us up for a club procedure group, 
which saves us an additional 10% on all of our chemical fertilizer orders throughout the year. 
Those obviously will be divided through 12 months, because we bought enough for the entire 
year, like all of our pre-emergent packages we bought at once, which is about $50,000. But we'll 
get 10% back in rebates on that. Other than that, the 457B program is in process. We had an 
employee information meeting the other day. We had a few employees log into Zoom. We have 
another one next week on the 12th and then the program will start on January 1st. I think we'll 
have some decent participation in that. 

Mr. Dale: It’s free money. If you put the money in, you get free money. You get an 
instant 100% return on the money. 

Mr. Moller: On the 3%. 

Mr. Dale: On the 3%. So please share that with people. 

Mr. Moller: Yeah. For golf operations, the Shepherd's Men tournament is next weekend. 
They have their dinner on that Friday night. We blocked off part of the range to allow the turf to 
heal, so they have a nice little area there. The tent is going to be up on the driving range tee. It 
was the only space that we can put it. But yeah, we had some meetings with staff, so we're all 
ready to entertain them. We talked about the patio. We talked about the blinds. For the 
restaurant, we've got steak specials running this weekend. Michelle put a blast out on that. 
Kyrie's got some soups rolling out. He's got a red pepper smoked gouda, fully loaded baked 
potato and a chicken enchilada for now. So, we'll roll with those. 

Mr. Dale: Chicken enchilada? 

Mr. Moller: Chicken enchilada soup. 

Mr. Macheras: Friday and Saturday? 

Mr. Moller: Friday and Saturday. 

Mr. Dale: Do we need Doug for anything else? 


Mr. Moller: I think staff can go. 

Mr. Showe: It's a public meeting. We can't throw you out. 

Mr. Dale: You're welcome to do what you want. 

Mr. Bress: Thank you very much. 

Mr. Showe: You did a great job on the proposal. We'll get you a contract. 

Mr. Moller: Thank you, sir. 

Mr. Moller: Other than that, that's all I have. 

Mr. Dale: Where is our pro? 

Mr. Moller: He's in Dallas, Texas, basically completing his last stage of… However, he 
called today and with the shutdowns, his flight was canceled. 

Ms. Yelvington: Oh, no. 

Mr. Moller: He’ll be back tomorrow. 

Ms. Yelvington: If he rents a car, he can make it back in time. 

Mr. Moller: I think it's a ploy. I think he just wanted an extra day of vacation. 

Mr. Dale: My follow up question, are you in the PGA program? 

Mr. Gaus: I am. I have my seminars two weeks from now. They are virtual. 

Mr. Dale: Okay. What is the timeline until your certification, ballpark? 

Mr. Gaus: I would say a year and a half. 

Mr. Dale: Okay. The skills, have you already done that? 

Mr. Gaus: No, that's next month. In December. I’m doing lots of practice. 

Mr. Dale: Right. Alright. Because I don't know much about it, other than what I hear 
from people. You have to do the coursework and everything. But the hard part, where people a 
lot of times don't make it, is the skills test. It's what only a third of it? 

Mr. Gaus: I think the number was 2% to 3% pass it on the first time. 

Ms. DeVries: Wow. That’s pretty low. 

Mr. Gaus: Yeah. But you could retake it, obviously, as many times as you need to. 

Mr. Dale: Right. We have a lot of faith in you, Darrin. No pressure. But we expect our 
people to be in the top 2% to 3%. 

Ms. DeVries: Well, to me, it sounds like their certification education could use some 
work, because when we design a certification program, our goal is to get like, I don't know, 75% 
to 80% of the people through. 


Mr. Gaus: Exactly. There are a lot of levels. But I think they just try to weed out in the 
early stages. 

Mr. Dale: Right. 

Ms. Yelvington: Okay. Moving on, you guys can stay or go, whatever you want. 

Mr. Moller: I'm good, if you have questions, but if not, let's move on. 

 

B. Lifestyle/Marketing Report 


Ms. DeVries: Treasurer’s Report. 

Mr. Showe: Next is the Lifestyle/Marketing Report. 

Ms. DeVries: Sorry, I heard restaurant. 

Ms. Webb: I kind of keep up on the music and the karaoke costs and what's coming in 
and try to stay on with Lightspeed. So, this is the net revenue off of our Lightspeed system. 
Sometimes there are speed bumps here and there. I'm not exactly sure 100% how it calculates it 
all, but I took it off of our Lightspeed. These are the expenses, the costs that we brought in from 
5:00 p.m. to 11:00 p.m. on our events. I didn't break it down into times, but it. has what we pay 
for that. So, overall, from September to October, our total revenues between karaoke, Music On 
The Patio, trivia and salsa, was around $26,814. Our expense of cost of those, was $6,550. So, 
they still brought in a revenue of $20,264 through the Hook & Eagle. One of the things, was that 
trivia couldn't do one of their nights, because they were going on a cruise. So, I said, “No, we're 
not going to fill it with anything. I just want to see.” So, if you notice on the bottom, it says 
nothing on the bottom of that report for September. That was how much they made from 5:00 
p.m. to 6:00 p.m. 

Ms. DeVries: There was nothing there. That’s pretty telling. 

Ms. Webb: So, they might not always bring in tons. At some of the lower times or with 
the rainy evenings, it's hard to get revenue when we have typhoons going on, right? Sometimes 
it's the singers. That's why I do watch it. Because if there is a singer on a patio and I'm not quite 
sure if they're bringing in anybody, I try not to book them again. They may become filler. So, it's 
just cheaper to get the cheapest one that maybe doesn't bring anything in, versus bringing 
someone that people won't come for. So, I kind of pay attention to all of that, when I'm booking 
these things. I would really love to get more people. Johnny Danger Is booked with us more 
often and he has a great crowd that comes. Now, I will say, that extra patio will be nice for those 


type of things, because we cram them in there. We've had to bring out the tables and put them 
down the foyer or put them outside if it's nice. But he came when it was thundering and lightning 
and raining and people still stayed. I think about four people left, because of the lightning. 

Mr. Macheras: Well, the good thing when you get those, I would call them big acts, they 
promote themselves because I follow him. He always lets you know where he's going to be. So, 
he promotes himself as well, versus us doing it too. 

Ms. Webb: He actually complimented our facility. He said, “You know, I play at a lot of 
places that I just don't feel comfortable at and I really felt appreciated there and really enjoyed 
myself.” So, he was willing to sit down with me and book out a whole year of time. 

Mr. Macheras: Good. 

Ms. Webb: That's what I want them to feel, because they do have a following. I do have a 
couple more coming up. Actually, this month, we have some new ones. Glenn is going to be 
there. I kind of watched him around. I pay attention to their Facebook page and where they play. 
They're playing at quite a few places and I want to try them out to play at the same place over 
and over and over. I'm not going to book something every single month like I have, except for 
him, because he has a following. But I'll be bringing in some new people and trying them out. 
So, the extra space is good, because when we fill it up in there, we fill it up and then some people 
do have to sit inside and they're a little frustrated, but it's okay. I just wanted to give you a look at 
the two slowest months of our year. We still did well. I'm getting into a new program, that I just 
sent to Jim today. It's an email chain link that you can set up and just put what's going on at the 
course. So, I'm just trying it out. Today I sent him kind of like a trial thing. It's very clean 
looking. It's nice. It's almost like a newsletter that we send out. I wish that we'd had District 
emails from our community people, because maybe we could even say, “Sign up for our District 
email” and we could make this email chain that I could just send out like maybe every quarter. 

Ms. DeVries: Didn’t we try that? 

Mr. Showe: I think we did. I think you guys had people sign up and we really rarely had 
people sign up. I mean you can do it. The biggest caveat with CDDs, is you need to disclose that 
they are public records and people have to acknowledge that if they provide it, they're providing 
a public record. 

Ms. Webb: Yeah, yeah. 


Mr. Macheras: Is that something we could put on the bottom of receipts, like when we 
give them a receipt that just says, “Sign up here” and then when they go to sign up, that caveat 
will be there about the public. I think most places that I go to, there's always some little verbiage 
at the bottom of the receipt. That might be a start. 

Ms. Webb: That's what I'm thinking. The program I'm using, I'm testing two out right 
now and trying to figure out which one I like style wise. They will let you build an email group 
in there. 

Mr. Macheras: Right. 

Ms. Webb: So that's what I'm thinking. Well, if we're going to have that, then it might be 
something that we can cut back some of the money on in the District. We can say, “Hey, sign up 
for an email chain and a quarterly email will be we emailed to you.” Instead of delivering it in 
the mail, they could make our newsletter more of an email newsletter versus that. So, as I've 
been putting together the newsletter for you guys, no one's given me anything to put in it yet. 
Just let you know, I'm trying to do it through email. I see what a lot of other courses do, is push 
out this chain of stuff. So, we may be putting that together. That's it for right now. 

Ms. DeVries: Okay. I have one question. We were going to do some social media training 
for the staff; however, it was not a good day and it ended up that we needed to reschedule it. So, 
we need to figure out when we can do that. 

Ms. Webb: Yeah, I figured I'd talk to you. 

Ms. DeVries: Okay. 

Ms. Webb: To whoever needs to reschedule it. 

Ms. DeVries: Okay. Anybody else have anything for Michelle? 

Ms. Yelvington: No. 

Mr. Macheras: No. 

 

C. Restaurant Report 


This item was not discussed. 

 

EIGHTH ORDER OF BUSINESS Treasurer’s Report 

A. Approval of Check Register 


Ms. DeVries: Now, we’re going to move into the Treasurer's Report. 


Mr. Showe: Obviously, you've got your Check Register there. So, in your General Fund, 
you have Checks #5599 through #5659, capital reserve Checks #211 through #213, and golf 
course Checks #32955 through #33066, for a total of $479,664.12. There's a summary of all of 
those invoices that follow. We can take any questions or a motion to approve. 

Ms. DeVries: I have a question. Why do we pay the Viera Stewardship District, $10,000? 

Mr. Showe: That is an agreement you have with The Viera Company, for canal 
maintenance. 

Ms. DeVries: So, they do the canal maintenance? 

Mr. Showe: They perform the canal maintenance and once a quarter they send us an 
invoice for our portion that's designated through that agreement. 

Ms. DeVries: Okay, thank you for the explanation. 

Mr. Dale: That is probably all of the stuff that's at the west end. 

Mr. Showe: Yes. 

Mr. Dale: That is along 95. 

Mr. Showe: Yeah. 

Mr. Dale: Okay. 

Mr. Showe: That was part of how we settled some of those lawsuits you were talking 
about earlier. There was an agreement. We contribute part of that, even though it's outside the 
boundaries of the District. 

Mr. Dale: Got it. 

Ms. DeVries: Are there any other questions? Hearing none, 

 

On MOTION by Mr. Macheras seconded by Mr. Dale with all in 
favor the Check Register for September 18, 2025 through October 
31, 2025 in the amount of $479,664.12 was approved. 

 

B. Balance Sheet and Income Statements 


Ms. DeVries: Balance Sheet and Income Statement. 

Mr. Showe: All of that information is there. I think Jim went over the relevant golf course 
financials. We can certainly take any questions? You are 100% collected on your assessments, so 
we’re in great shape. Again, I'll just note, these aren't final audited numbers, so there could be 


some changes, based on any outstanding invoices that may come in or changes that the auditors 
might suggest, but other than that, they're pretty close to final. 

Ms. Yelvington: I have one question about our financials. Do we ever or have we ever 
seen bank reconciliations? Is that ever part of the package that you guys provide or no? We just 
get the unaudited financials and the audited financials, but we don't ever see the bank recs. 

Mr. Showe: Like the bank statements? 

Ms. Yelvington: No, like the bookkeepers are reconciling to the bank activity every 
month, I would imagine. 

Mr. Showe: Yes. 

Ms. Yelvington: But we don't see that reconciliation. 

Mr. Showe: I'm not sure that we have, but I can check to see what we have on that. 

Ms. Yelvington: Okay. I emailed Jason today about the federal unemployment tax that I 
don't think we need to be paying. Did you find out about this? 

Mr. Moller: Applied Business has no idea what we're talking about. 

Ms. Yelvington: Of course they don't. I would expect nothing less. 

Mr. Moller: That's the way it was done with our previous payroll company, so that’s the 
way they implemented it. 

Ms. Yelvington: I understand. 

Mr. Moller: Well, that's the answer we received. 

Ms. Yelvington: Yeah. But I think we are exempt and we shouldn't be paying money to 
the Federal government that we don't need to pay. So, I think we can amend however many 
returns. I mean, it's typically a tax that accrues all year, but you file one Form 948 in January for 
that entire prior year and you typically pay whatever tax. I think it's probably small dollars, but I 
think we want to look into amending however many years we're allowed to amend, to zero and 
get that back. 

Mr. Macheras: Is it because we're a government agency? 

Ms. Yelvington: Yes. 

Mr. Macheras: We have an accountant, I presume, other than the payroll people. Right? 
They should be able to answer that question. 

Mr. Showe: The payroll people are putting it on the invoice. 


Ms. Yelvington: We're paying it, because they don't know any better. I mean, these 
companies don't know any better. 

Mr. Dale: How much is it on an annual basis? 

Ms. Yelvington: It's only on the first $7,000 of a person's wages and it's usually $42 per 
employee. But over the years, we've been paying that. 

Mr. Dale: That’s a couple of thousand dollars per year. 

Ms. Yelvington: Right. We want it back. If we didn't have to pay it, we want it back. 

Mr. Macheras: So, I guess the question is, who does our returns? 

Mr. Showe: I'm going to find that out. 

Mr. Macheras: Okay, because that would be the person we'd have to tell. 

Ms. Yelvington: Probably the payroll company is running our payroll tax returns, I'm 
sure. So, we would want to tell them, that we're truly a zero rate for that and get it back. Get 
them to amend that. 

Mr. Dale: That's roughly a $15,000 cumulative, if you go back. 

Ms. Yelvington: Right. 

Mr. Dale: Seven years, I would imagine. 

Ms. Yelvington: Right. What's interesting about it to me, is that I've seen non-profits do 
this, where they pay into the Federal and they only need to be paying the State. The same is true 
for us. But when I've seen non-profits do it, the IRS will say, “No, no, you don't owe this” and 
they will send a letter. 

Mr. Dale: They don't know what to do with us. 

Ms. Yelvington: They don't know what to do with us. Right, especially if we're under a 
payroll company. They just see that name. I don't know if we're filed as a PEO or not, but there 
are paid organizations that file multiple payroll tax returns for people. They don't really know 
who's under there. So, they wouldn't send such a letter to tell you. But I think we want to get our 
money back and we want to make sure that we don't pay it for this year come January. 

Ms. DeVries: Thank you, Denise. You saved us some money. 

Ms. Yelvington: A little bit. 

Ms. DeVries: We appreciate it. Okay. Are there any other comments on the financials? 
Hearing none, 

 


NINTH ORDER OF BUSINESS Supervisor’s Requests 

Ms. DeVries: Moving on to Supervisor’s Requests, I'll start with Bill. 

Mr. Macheras: I want to make sure that everybody understood the comment that Jim 
made. He went to the golf thing. How many golf groups, golf clubs were out there? 

Mr. Moller: I think there was 12 of us altogether. 

Mr. Macheras: Well, we were the only public course, which I think is pretty cool, out of 
all of those. 

Ms. DeVries: Kudos. 

Mr. Macheras: Those were great numbers. You know, I can remember sitting here a year 
and a half ago, in the restaurant and expenses were out of control and buying stuff and food 
going bad. Again, I love the percentages, but like I said, that 11% increase in revenue for the 
restaurant and only 3% up in expenses, I'd take that all day long in any business. So, hats off to 
that. Lastly, I forget who said it. But I think tonight's discussion was great. We talked about a lot 
of different things. We may not agree on everything, but I think for the five of us, we always put 
our residents and our employees in our community, first and foremost. I'm glad we got some of 
those things knocked out of the way tonight, so we can move forward and I'm excited about 
what's ahead. You have to follow that. 

Mr. Rysztogi: Oh, I can follow that. The Hammock Trace fountain was installed. 
Everybody in the neighborhood loves how it was done. They liked it. It’s lighted. The nozzle 
choice was excellent, they say. They had three choices. The only thing that Jim might know 
about, is for some reason they couldn't center it in the pond. Maybe because of the length of the 
cable. It’s favoring the Hammock Trace, side of the waterway, but I don't have a problem with 
that. So, I don't know if they're going to correct that or not. You're laughing. You must know 
something that I don't know. 

Mr. Moller: No, actually that's the first I heard. I've talked to Tom a couple times. I didn't 
hear anything. 

Mr. Rysztogi: Oh yeah. If you look at it from Murrell Road, you'll see that it's favoring 
the pool side, but so what. It looks good. It's lighted. Everybody likes it and everybody is happy. 
That's what we wanted from our residents. I had someone, actually it was a physical therapist, 
visit my house the other day. I don't know what development it is in Viera East, but they live in 
the very far northeast corner of Viera East. Whatever that development is. 


Ms. DeVries: Heritage. 

Mr. Macheras: There are 40 some homes. 

Mr. Rysztogi: She asked me to bring it up to their meeting tonight. She was wondering 
why, since everybody's always confused about the golf course being open to public, why the 
residents never ever had like a meet and greet, that they could expose the restaurant and the 
facilities to the public and to the residents in the area. 

Ms. Webb: We did have a grand opening. 

Mr. Rysztogi: Yeah, well, having an advertised meet and greet, where you just have like 
small little snacks that we provide and we might make enough money in drinks and everything 
else. But she just asked me to bring it up. Everybody lives close and nobody knows anybody and 
even though they live close to Hook & Eagle, they never have a reason to go out to it. She says if 
you guys would create a reason to go out to the Hook & Eagle, you could expose the restaurant 
and the people in the area could meet each other. I said that I would bring it up. 

Ms. Webb: Did you tell her that we have Salsa Night, Trivia Night and karaoke. Those 
are reasons to come out. 

Mr. Rysztogi: But the reason would be to meet your neighbor. That was all. It was just 
her idea. I said that I would do it. 

Ms. Webb: She wants a meet and greet, like a social hour. 

Mr. Rysztogi: That's all she wants. 

Mr. Moller: We could have a grand reopening of the patio. 

Mr. Dale: Does she want it on a regular basis or a one-time thing? 

Mr. Rysztogi: No, a one-time deal, to see how it worked out and see if it was profitable 
for the restaurant to even have it. I can't think of her name. She would like to find a place that she 
could go to and meet her neighbors. We got the perfect venue for it and there's never been an 
opportunity. 

Ms. DeVries: Tell her to come on out. 

Ms. Webb: Well, I mean, we could totally do a social hour. 

Mr. Rysztogi: It is just an idea. 

Ms. Webb: Wine on Wednesdays could be a social event. 

Mr. Dale: But was that Camille? Did she live in Heritage right at the beginning? 


Mr. Rysztogi: No, she lives in the very corner. If you look at the map, there's a bend in 
the far-right hand road, that's the farthest east you can go and the farthest north you can go. Right 
at the bend of the road, is where she lives. 

Mr. Dale: That would be Auburn Lakes. 

Ms. Yelvington: Yeah. 

Mr. Rysztogi: She was from there and it was her idea. She said, just bring it up and I 
promised to bring it up. 

Ms. DeVries: I'm sure you told her about all of the wonderful things that we have in the 
whole calendar. 

Mr. Rysztogi: People just say, “Oh, that's not an event that you could meet necessarily 
neighbors.” It could be somebody from who knows where. 

Ms. DeVries: I see. 

Ms. Yelvington: They should have a night at their clubhouse or their pool or something. 

Mr. Rysztogi: There you go. 

Ms. DeVries: Exactly. They're HOA. Denise? 

Mr. Macheras: Do you have more? 

Mr. Rysztogi: No, I think I'm done. Yeah, I'm done. 

Ms. DeVries: You're done. Denise?. 

Ms. Yelvington: Well, thank you for taking care of the Oak trees. I appreciate it. I don't 
have anything this time. 

Ms. DeVries: Okay. Rob? 

Mr. Dale: I don't have anything yet on how the sign vote went tonight, but maybe the 
county is still meeting. We'll see. We'll know tomorrow. Ron, I think that is absolutely wonderful 
that we have a fountain that is lit over there at Hammock Lakes. I think it's wonderful when we 
have fountains that are lit. Boy, it'd be really nice if all of the fountains in Viera East were lit. 

Mr. Macheras: I didn't hear that. 

Ms. Yelvington: Did somebody snip our wire again? What happened? 

Mr. Moller: No. Tom brought the dinghy in today, so him and Peter are going to paddle 
out and work on the fountain. They are going to clean the filter, and they're going to check on the 
lighting as well. 


Mr. Dale: Because we're into the holiday season, where it would have been wonderful 
having a Halloween light and then we can go have a turkey light for Thanksgiving. 

Mr. Rysztogi: Are they using the boat that was in my backyard? 

Mr. Dale: Christmas where we have green and red lights? 

Mr. Moller: Actually, I know where I can get a working light real easy. 

Mr. Dale: Is there light colored? 

Mr. Rysztogi: Well, it wasn't when I saw it the other night. 

Mr. Moller: I think they just went with just the white. 

Mr. Rysztogi: Oh, did they? 

Mr. Dale: We have a beautiful colored one. 

Mr. Rysztogi: It looks nice though. 

Mr. Showe: The white ones are much more alive. 

Ms. DeVries: Alright, Rob, anything else? 

Mr. Dale: That's all I have. 

Ms. DeVries: Okay. Alright. I just want to say kudos to the entire team: Jim, Lacee, 
Darrin, thank you for all of your hard work and all those who aren't here too, for a great year. We 
have done an enormous amount of work. We recognize that and we just want to thank you for 
the great results. 

Mr. Moller: They begged me to come tonight. I appreciate that. 

Mr. Dale: They want to hear what the Board has to say about them. 

Ms. DeVries: I'm just going to throw this out there. In 2021, when the change of the 
Board happened and the change of the goals and everything, I believe that Board set a bunch of 
goals. Like they wanted to earn more revenue, make sure that they put money in reserves and 
make sure that they have enough where they won't ever need a bond again. We had all of these 
goals. We have met; I think all of the goals. So, I kind of think maybe we should have some new 
goals. So, I was thinking that maybe for our next workshop, we might spend some time thinking 
about where we want to go in the next five years. 

Mr. Moller: Put together a five-year plan. 

Ms. DeVries: Put together like a five-year plan. 


Mr. Macheras: So, with that maybe Jim and Darrin and Lacee and all of them, can 
provide their input of what they'd like to see happen and bring that to the workshop and like you 
say, get their input, on what things they think can make the facility as a whole better. 

Mr. Dale: The only thing that I would do, is expound on that, because I remember a big 
part of what we ran on, is more than just a golf course. 

Ms. DeVries: Yes. 

Mr. Macheras: Right. 

Mr. Dale: That has not gone away. We are an entire District. So, we have lakes and 
hundreds of acres of preserve land and there's all sorts of stuff and all sorts of opportunities. 
There are small things that we didn't implement, like motorized boats, the little electric boats, 
you know, that we could do over near Suseda Park. Fun things. 

Ms. Webb: One of the things I will tell you guys, thank you for the electric out on the 
park, because the Harvest Festival was great. The band was in the middle this time, instead of on 
the corner. It was a lot more presentable. She keeps saying that she's not going to have it next 
year, but she will. 

Ms. Yelvington: It worked so well. Harmony Farms brought their mini horse and I guess 
it crackled and tried to leap over the fence. 

Mr. Macheras: The energy that horse had. 

Ms. Yelvington: Yeah, it worked quite well. 

Mr. Dale: So, in other words, we're co-opting the Harvest Festival and we can expand it 
and make money off of it and do hayrides. 

Ms. Webb: Yeah, I mean I've talked with her. 

Mr. Dale: Lacee’s gonna dress up. 

Ms. Webb: Yeah. I told her I'd give her a breather, because she was overwhelmed from 
the events in this month, especially the week I'm off. I'm going to sit down with her and see what 
she does and kind of start working on it now for next year, so it's not just crammed in. I think we 
can have some more things for kids out there. 

Mr. Dale: Like a Trunk or Treat. 

Ms. Webb: We might be able to do a Trunk or Treat or something similar. 

Mr. Dale: I hate how Duran kicks her butt on that. 


Ms. Webb: I had people say, “I came out for candied apples and there were no candied 
apples” And I'm like, “There have never been candid apples and this isn't my event.” We get a 
lot of people from up north and their ideas of what Farmers Markets should look like and these 
Harvest Fests, because they're nice and cold up there and they have all of this nice warm stuff, 
the cozy like food stuff. Here we're doing it in the middle of October and it's 85 degrees outside. 
It's not cool and cozy like it is up there. But I love some of their ideas and I talked with her about 
maybe incorporating some more of those types of things that might bring out more people to 
enjoy it. 

Mr. Dale: I think that's a wonderful idea though, Jen, giving us purpose again and seeing 
what we can move towards in five years. 

Ms. DeVries: Yes, right, okay. 

Mr. Dale: Instead of just being profit, profit, profit. Profit is important. 

Ms. DeVries: Yeah, right. There are other things too. There's the community part of it 
and the entire community, not just the golf course. 

Mr. Dale: Right. 

Ms. DeVries: All right. If nobody has anything else, I'll take a motion to adjourn. 

 

TENTH ORDER OF BUSINESS Adjournment 

 

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

 

 

 

 

 

 

Secretary/Assistant Secretary Chairman/Vice Chairman 

 

 


RESOLUTION 2026-01 



A RESOLUTION OF THE BOARD OF SUPERVISORS OF VIERA EAST 
COMMUNITY DEVELOPMENT DISTRICT AMENDING THE FISCAL 
YEAR 2025 GOLF COURSE FUND BUDGET; AND PROVIDING FOR AN 
EFFECTIVE DATE. 



WHEREAS, the Viera East Community Development District (“District”) is a local unit 
of special-purpose government created and existing pursuant to Chapter 190, Florida Statutes, 
being situated entirely within the Brevard County, Florida; and 



WHEREAS, the Board of Supervisors of the District (“Board”) previously adopted a final 
Golf Course Fund Budget (“Budget”) for the fiscal year beginning October 1, 2024, and ending 
September 30, 2025 (“Fiscal Year 2025”); and 



WHEREAS, the Board desires to amend the Fiscal Year 2025 Budget to reflect changes 
to budgeted revenues and expenses approved during Fiscal Year 2025; and 



WHEREAS, pursuant to Chapters 189 and 190, Florida Statutes, the Board is authorized 
to amend the Fiscal Year 2025 Budget within sixty (60) days following the end of Fiscal Year 
2025; and 



WHEREAS, the Board finds that it is in the best interest of the District and its landowners 
to amend the Fiscal Year 2025 Budget to reflect the actual appropriations. 



NOW, THEREFORE, BE IT RESOLVED BY THE BOARD OF 
SUPERVISORS OF VIERA EAST COMMUNITY DEVELOPMENT 
DISTRICT: 



SECTION 1. BUDGET AMENDMENT. 



a. The Board has reviewed the proposed amended Budget, copies of which are on file 
with the office of the District Manager and at the District’s Records Office, and hereby 
approves certain amendments thereto, as shown in Section 2 below. 




b. The amended Budget attached hereto as Exhibit A and incorporated herein by 
reference as further amended by the Board is hereby adopted in accordance with the 
provisions of sections 190.008(2)(a) and 189.016(6), Florida Statutes; provided, 
however, that the comparative figures contained in the amended Budget as adopted by 
the Board (together, “Adopted Annual Budget”) may be further revised as deemed 
necessary by the District Manager to further reflect actual revenues and expenditures 
for Fiscal Year 2025. 




c. The Adopted Annual Budget shall be maintained in the office of the District Manager 
and the District Records Office and identified as “The Adopted Budget for Viera East 



Community Development District for the Fiscal Year Ending September 30, 2025, as 
amended and adopted by the Board of Supervisors effective October 8, 2025.” 


 

SECTION 2. APPROPRIATIONS. There is hereby appropriated out of the revenues of 
the District, the fiscal year beginning October 1, 2024, and ending September 30, 2025, the sums 
set forth below, to be raised by special assessments or otherwise, which sums are deemed by the 
Board to be necessary to defray all expenditures of the District during said budget year, to be 
divided and appropriated in the following fashion: 

 

FOOD AND BEVERAGE FUND $________________ 

 

GOLF COURSE FUND $________________ 

 

 

 SECTION 3. CONFLICTS. All District resolutions or parts thereof in actual conflict 
with this Resolution are, to the extent of such conflict, superseded and repealed. 

 

 SECTION 4. SEVERABILITY. The invalidity or unenforceability of any one or more 
provisions of this Resolution shall not affect the validity or enforceability of the remaining portions 
of this Resolution, or any part thereof. 

 

 SECTION 5. EFFECTIVE DATE. This Resolution shall take effect upon adoption. 

 

PASSED AND ADOPTED this 20th day of November 2025. 

 

 

ATTEST: VIERA EAST COMMUNITY 
DEVELOPMENT DISTRICT 

 

 

______________________________ __________________________________ 

Secretary/Assistant Secretary Chairperson, Board of Supervisors 

 

 

Exhibit A: Amended Fiscal Year 2025 Budget 


EXHIBIT A: 

Amended Fiscal Year 2025 Budget 

 

 

 

 

 

 


Viera East 

Community Development District 



Amended Budget 

FY 2025 




A picture containing text
Description automatically generated

Viera East 

Community Development District 



Table of Contents 



Pages 



Food and Beverage 



1-2 



Golf Course 



3-4 




Viera East 

Community Development District 

Restaurant - Hook and Eagle 

Amended Budget 

Fiscal Year 2025 



Adopted 

Amended 

Budget 

Increase / 

Budget 

FY 2025 

Decrease 

FY 2025 



Actuals 

Through 

09/30/25 



 

Revenues 



Food Sales 

$415,923 

$23,000 

$438,923 

Beverage Sales 

$34,106 

$13,400 

$47,506 

Beer Sales 

$197,054 

$31,600 

$228,654 

Wine Sales 

$13,642 

$6,850 

$20,492 

Liquor Sales 

$101,442 

$101,300 

$202,742 

Miscellaneous Income 

$0 

$5,200 

$5,200 



$438,967 

$47,518 

$228,631 

$20,506 

$202,716 

$5,230 



Total Revenues 

762,167 $ 

$ 181,350 

$ 9 43,517 

 

Restaurant Expenditures 



$ 943,569 



Restaurant Manager Contract 

$0 

$0 

$0 

Salaries 

$320,250 

$55,000 

$375,250 

Administrative Fee 

$7,956 

$0 

$7,956 

FICA Expense 

$29,041 

$8,415 

$37,456 

Health Insurance 

$14,000 

$0 

$14,000 

Workers Compensation 

$7,300 

($2,150) 

$5,150 

Unemployment 

$6,882 

$0 

$6,882 

Telephone 

$5,250 

($5,250) 

$0 

Utilities 

$11,000 

$0 

$11,000 

Pest Control 

$1,200 

($1,200) 

$0 

Merchant Fees 

$27,500 

($1,600) 

$25,900 

Equipment Lease 

$1,500 

$0 

$1,500 

Kitchen Equipment/Supplies 

$3,000 

$11,500 

$14,500 

Paper & Plastic Supplies 

$15,000 

($1,600) 

$13,400 

First Aid 

$0 

$0 

$0 

Operating Supplies 

$20,000 

($10,000) 

$10,000 

Delivery/Gas 

$7,000 

($1,500) 

$5,500 

Dues & License 

$11,500 

$1,600 

$13,100 



$0 

$374,719 

$8,674 

$38,252 

$13,742 

$5,136 

$6,309 

$0 

$11,123 

$0 

$25,904 

$1,713 

$14,421 

$13,360 

($20) 

$2,022 

$5,491 

$13,091 



Total Restaurant Expenditures 

$ 488,379 

$ 53,215 

$ 5 41,594 



$ 533,938 



Cost of Goods Sold 

Food Cost 

$144,638 

$90,000 

$234,638 

Beverage Cost 

$16,800 

$15,500 

$32,300 

Beer Cost 

$74,550 

$10,000 

$84,550 

Wine Cost 

$5,250 

$6,300 

$11,550 

Liquor Cost 

$32,550 

$30,100 

$62,650 



$234,573 

$32,314 

$84,489 

$11,543 

$62,656 



Total Cost of Goods Sold 

$ 273,788 

$ 151,900 

$ 4 25,688 



$ 425,575 




Total Revenues 

762,167 $ 

$ 181,350 

$ 9 43,517 

 

Total Expenditures 

$ 762,167 

$ 205,115 

$ 9 67,282 



$ 943,569 



$ 959,513 



Operating Income (Loss) 

$ - 

$ (23,765) 

$ (23,765) 



$ (15,944) 



Non Operating Revenues/(Expenditures) 

Interfund Transfer Out - Golf Course 

$0 

$0 

$0 

Interfund Transfer In - Golf Course 

$0 

$23,765 

$23,765 



$0 

$0 



Total Non Operating Revenues/(Expenditures) 

$ - 

$ 23,765 

$ 23,765 



$ - 



Net Non Operating Income / (Loss) 

$ - 

$ - 

$ - 



$ (15,944) 




Viera East 

Community Development District 

Golf Course 

Amended Operating Budget 

Fiscal Year 2025 



Adopted 

Amended 

Budget 

Increase / 

Budget 

FY 2025 

Decrease 

FY 2025 



Actuals 

Through 

09/30/25 



 

Revenues 



Greens Fees 

$1,994,243 

$181,300 

$2,175,543 

Gift Cards- Sales 

$0 

$7,300 

$7,300 

Season Advance/Trail Fees 

$125,000 

($34,500) 

$90,500 

Loyalty Program 

$25,000 

$600 

$25,600 

Driving Range 

$84,872 

$28,500 

$113,372 

Golf Lessons 

$7,000 

$12,200 

$19,200 

Merchandise Sales 

$122,004 

$23,200 

$145,204 

Assessments -Recreation Operating 

$18,239 

$24,900 

$43,139 

Miscellaneous Income 

$15,000 

($6,000) 

$9,000 



$2,175,567 

$7,339 

$90,443 

$25,625 

$113,460 

$19,254 

$145,175 

$43,169 

$8,688 



Total Revenues 

2,391,358 $ 

$ 237,500 

$ 2 ,628,858 



$ 2,628,720 

 



General Expenditures 



Other Contractual Services 

$20,000 

($3,000) 

$17,000 

Telephone 

$4,058 

$7,800 

$11,858 

Utilities 

$5,400 

$25,300 

$30,700 

Repairs & Maintenance 

$15,000 

$3,300 

$18,300 

Bank Charges 

$55,000 

$21,600 

$76,600 

Office Supplies 

$4,500 

$1,000 

$5,500 

Operating Supplies 

$5,000 

$10,600 

$15,600 

Dues, Licenses & Subscriptions 

$12,000 

$6,300 

$18,300 

Drug Testing- All departments 

$500 

($500) 

$0 

Training, Education & Employee Relations 

$9,000 

($2,800) 

$6,200 

Contractual Security 

$4,000 

$7,300 

$11,300 

IT Services 

$3,000 

$4,700 

$7,700 



$16,653 

$11,870 

$30,718 

$18,315 

$76,597 

$5,519 

$15,656 

$18,311 

$0 

$6,208 

$11,327 

$7,758 



Total Golf Course Expenditures 

$ 137,458 

$ 81,600 

$ 219,058 



$ 218,932 



Golf Operations: 



Salaries 

$314,250 

$38,900 

$353,150 

Administrative Fee 

$16,848 

($3,000) 

$13,848 

FICA Expense 

$26,671 

$300 

$26,971 

Health Insurance 

$10,500 

($7,400) 

$3,100 

Workers Compensation 

$7,077 

($1,300) 

$5,777 

Unemployment 

$10,935 

($3,500) 

$7,435 

Golf Printing 

$2,500 

$1,600 

$4,100 

Utilities 

$22,500 

($3,400) 

$19,100 

Repairs 

$1,000 

($400) 

$600 

Pest Control 

$1,300 

($1,300) 

$0 

Supplies 

$15,000 

($8,500) 

$6,500 

Uniforms 

$1,500 

$1,500 

$3,000 

Training, Education & Employee Relations 

$9,000 

($6,900) 

$2,100 

Cart Lease 

$135,196 

$2,300 

$137,496 

Cart Maintenance 

$5,000 

($1,700) 

$3,300 

Driving Range 

$10,000 

($7,500) 

$2,500 



$353,177 

$13,903 

$27,018 

$3,023 

$5,766 

$7,426 

$4,139 

$19,011 

$591 

$0 

$6,472 

$3,003 

$2,058 

$137,496 

$3,240 

$2,493 



Total Golf Operation Expenditures 

$ 589,277 

$ ( 300) 

$ 588,977 



$ 588,816 



Merchandise Sales: 



Cost of Goods Sold 

$90,000 

$22,400 

$112,400 



$112,464 



Total Merchandise Sales 

$ 90,000 

$ 22,400 

$ 112,400 



$ 112,464 




Golf Course Maintenance: 

Salaries 

$474,149 

$22,500 

$496,649 

Administrative Fees 

$6,616 

($950) 

$5,666 

FICA Expense 

$43,881 

($5,900) 

$37,981 

Employee Insurance 

$38,513 

$22,000 

$60,513 

Workers Compensation 

$10,462 

($2,400) 

$8,062 

Unemployment 

$6,418 

($2,200) 

$4,218 

Utilities/Water 

$30,000 

$1,500 

$31,500 

Repairs 

$48,000 

$7,500 

$55,500 

Restaurant Repairs 

$10,000 

($3,100) 

$6,900 

Fuel & Oil 

$40,000 

($9,700) 

$30,300 

Pest Control 

$2,000 

$1,000 

$3,000 

Irrigation/Drainage 

$20,000 

($7,300) 

$12,700 

Sand and Topsoil 

$26,500 

($6,700) 

$19,800 

Flower/Mulch 

$7,000 

($3,100) 

$3,900 

Fertilizer 

$175,000 

($70,000) 

$105,000 

Seed/Sod 

$10,000 

($9,700) 

$300 

Trash Removal 

$3,000 

$0 

$3,000 

Contingency 

$7,500 

($3,100) 

$4,400 

First Aid 

$800 

($390) 

$410 

Operating Supplies 

$20,000 

($7,000) 

$13,000 

Training 

$9,000 

($8,100) 

$900 

Janitorial Supplies 

$1,000 

($200) 

$800 

Janitorial Services 

$13,956 

($500) 

$13,456 

Soil & Water Testing 

$1,000 

($1,000) 

$0 

Uniforms 

$10,000 

$1,000 

$11,000 

Equipment Rental 

$2,000 

$8,200 

$10,200 

Equipment Lease 

$216,000 

$5,700 

$221,700 



$496,608 

$5,640 

$37,991 

$60,590 

$8,051 

$4,159 

$31,527 

$55,502 

$6,863 

$30,331 

$3,013 

$12,710 

$19,826 

$3,858 

$106,764 

$272 

$3,004 

$4,326 

$277 

$12,965 

$865 

$769 

$13,439 

$0 

$11,042 

$10,187 

$221,669 



Total Golf Course Maintenance 

1,232,795 $ 

$ (71,940) 

$ 1 ,160,855 



$ 1,162,247 



Administrative Expenditures: 

Legal Fees 

$1,500 

$8,000 

$9,500 

Engineering 

$0 

$0 

$0 

Arbitrage 

$600 

$450 

$1,050 

Dissemination 

$1,050 

$0 

$1,050 

Trustee Fees 

$4,100 

$0 

$4,100 

Annual Audit 

$5,000 

$200 

$5,200 

Golf Course Administrative Services 

$56,280 

$0 

$56,280 

Insurance 

$161,889 

($4,000) 

$157,889 

Marketing 

$0 

$1,100 

$1,100 

Property Taxes 

$15,000 

($5,000) 

$10,000 



$9,495 

$0 

$1,050 

$1,050 

$4,089 

$5,239 

$56,280 

$157,164 

$1,100 

$9,444 



Total Administrative Expenditures 

$ 245,419 

$ 750 

$ 246,169 



$ 244,912 



Reserves: 

Renewal & Replacement 

$84,410 

$0 

$84,410 



$0 



Total Reserves 

$ 84,410 

$ - 

$ 84,410 



$ - 



Total Revenues 

$ 2 ,391,358 

$ 237,500 

$ 2 ,628,858 

 

Total Expenditures 

$ 2 ,379,358 

$ 32,510 

$ 2 ,411,868 



$ 2,628,720 



$ 2,327,371 



Operating Income (Loss) 

$ 12,000 

$ 204,990 

$ 216,990 



$ 301,349 



Non Operating Revenues/(Expenditures): 

Assessments - Recreation Debt Service 

$560,250 

$0 

$560,250 

Interest Income 

$1,000 

$0 

$1,000 

Reserve Funding - Transfer Out (PY Excess) 

$0 

($189,325) 

($189,325) 

Interfund Transfer In - Restaurant 

$0 

($23,765) 

($23,765) 

Recreation Fees 

$0 

$0 

$0 

Interest Expense 

($53,250) 

$0 

($53,250) 

Principal Expense 

($520,000) 

$0 

($520,000) 

Carryforward Balance 

$0 

$18,100 

$18,100 



$564,524 

$23,853 

($273,734) 

$0 

$0 

($53,250) 

($520,000) 

$0 



Total Non Operating Revenues/(Expenditures) 

$ (12,000) 

$ (194,990) 

$ ( 206,990) 



$ (258,607) 



Net Non Operating Income / (Loss) 

$ - 

$ 10,000 

$ 10,000 



$ 42,742.3 




AGREEMENT TO GRANT WELL EASEMENT 



This AGREEMENT TO GRANT WELL EASEMENT (this “Agreement”), is made and entered 
into as of the Effective Date (defined below), by and between VIERA EAST COMMUNITY 
DEVELOPMENT DISTRICT, a local unit of special purpose government organized under Chapter 190, 
Florida Statutes, whose mailing address is c/o Governmental Management Services, District Manager, 219 
E. Livingston St. Orlando, FL 32801 (“VECDD”), and VIERA EAST GOLF COURSE DISTRICT 
ASSOCIATION, INC., a Florida not for profit corporation, whose mailing address is 6792 Lake Gloria 
Blvd, Orlando, FL 32809 (“Association”). 



RECITALS 



A. VECDD is the owner of certain real property located in Brevard County, Florida, as more 
particularly set forth on attached Exhibit “A” (the “Property”). 




B. Association is a homeowners association subject to the jurisdiction of VECDD. 




C. Association has requested an easement from VECDD in order to construct, operate and maintain 
an irrigation well on and under the Property (the “Easement”). 




D. VECDD finds that the installation of an irrigation well is beneficial for residents, and has agreed to 
grant the Easement to the Association pursuant to a separate written agreement, subject to the terms, 
conditions and provisions of this Agreement. 




NOW, THEREFORE, for and in consideration of Ten Dollars ($10.00) in hand paid, for the 
mutual covenants and agreements contained herein and for other good and valuable consideration, the 
receipt and sufficiency of which is hereby acknowledged, VECDD and the Association do hereby covenant 
and agree as follows: 



1. Recitals. The above recitals are true and correct and are hereby incorporated herein by 
this reference. 

2. Phase I Environmental Site Assessment. On or before the date is that is ninety (90) days 
after the Effective Date, the Association shall obtain a Phase I Environmental Site Assessment covering the 
Property (the “Phase I”) at the Association’s expense. The Association shall provide a copy of the Phase 
I to VECDD promptly upon the Association’s receipt of same for VECDD’s review. Additionally, either: 
(i) the Phase I shall also be certified to VECDD; or (ii) the Association shall cause the preparer of the Phase 
I to issue a reliance letter in favor of VECDD which shall be delivered to VECDD concurrently with the 
Phase I. 

3. Phase II Environmental Site Assessment. If: (i) the Phase I indicates that a recognized 
environmental condition exists with respect to the Property; (ii) the Phase I indicates that a Phase II 
Environmental Site Assessment (a “Phase II”) is recommended or necessary; or (iii) VECDD determines 
in VECDD’s sole discretion (after reviewing the Phase I) that a Phase II is necessary or desirable, then 
VECDD shall notify the Association of the existence of (i), (ii) or (iii) (the “Phase II Demand Notice”). 
Within ninety (90) days after the Association’s receipt of the Phase II Demand Notice, the Association shall 
obtain a Phase II covering the Property at the Association’s expense. The Association shall provide a copy 
of the Phase II to VECDD promptly upon the Association’s receipt of same for VECDD’s review. 
Additionally, either: (i) the Phase II shall also be certified to VECDD; or (ii) the Association shall cause 
the preparer of the Phase II to issue a reliance letter in favor of VECDD which shall be delivered to VECDD 
concurrently with the Phase II. 


4. VECDD Review of Environmental Site Assessment(s). Following VECDD’s receipt of 
the Phase I and the Phase II (if applicable) VECD shall review same to determine, in VECDD’s sole 
discretion, whether the Property is suitable for an irrigation well. If VECDD determines that the Property 
is not suitable for an irrigation well based on the Phase I and/or the Phase II (if applicable), then VECDD 
may either: (i) terminate this Agreement by providing written notice to the Association, and following such 
termination neither party shall have any further rights or obligations this Agreement except as expressly set 
forth otherwise herein; or (ii) designate another portion of VECDD’s adjacent property for the Association’s 
construction, operation and maintenance of an irrigation well (the “Alternate Location”). If the 
Association determines that the Alternate Location is not suitable for an irrigation well for the Association’s 
intended use, the Association may terminate this Agreement upon written notice to VECDD, and following 
such termination neither party shall have any further rights or obligations this Agreement except as 
expressly set forth otherwise herein. 

5. Grant of License. This Agreement shall constitute a revocable license in favor of the 
Association, and the Association’s consultants, for the limited purpose(s) of obtaining the Phase I and the 
Phase II (if applicable) contemplated by this Agreement. The license contemplated hereby shall 
automatically be revoked upon the termination of this Agreement. 

6. Agreement to Grant Easement. If VECDD determines, based on the Phase I and/or the 
Phase II (if applicable), that the Property is suitable for an irrigation well as requested by the Association, 
VECDD and the Association shall work together in good faith to agree upon the terms and conditions of an 
easement agreement pursuant to which: (i) VECDD will grant the Association an easement so that the 
Association will construct, operate and maintain an irrigation well on the Property at the Association’s 
expense; (ii) the plans for the construction of the irrigation well shall be subject to VECDD’s prior written 
approval which shall not be unreasonably withheld, conditioned or delayed; and (iii) the parties shall agree 
to such other terms and conditions as may be mutually agreeable in connection with the irrigation well 
contemplated hereby. 

7. Indemnification. The Association agrees to indemnify, protect, defend and hold VECDD 
harmless from and against any and all claims, demands, causes of action, suits, judgments, costs and 
expenses (including, without limitation, reasonable attorneys’ fees and court costs), of any nature 
whatsoever, resulting from or arising out of the Association’s exercise of the rights granted under this 
Agreement, including without limitation the conducting of the Phase I and the Phase II (if applicable) by 
or on behalf of the Association, unless such damage or injury shall have been due to the gross negligence 
or willful misconduct of VECDD. Additionally, the Association shall promptly restore any damage to the 
Property caused by the Phase I or the Phase II contemplated hereby. The provisions of this Section shall 
survive the expiration or earlier termination of this Agreement. 

8. Term of Agreement. This Agreement shall become effective as of the Effective Date and, 
unless otherwise provided herein, shall terminate on the date that is two hundred ten (210) days after the 
Effective Date. Notwithstanding the foregoing, the Association may terminate this Agreement at any time 
if the Association determines that the Property is not suitable for the construction, operation and 
maintenance of an irrigation well as intended by the Association. Additionally, VECDD may terminate 
this Agreement upon written notice to the Association if VECDD has not received a copy of the Phase I 
(together with the certification or reliance letter contemplated above) within ninety (90) days after the 
Effective Date. 

9. Remedies. If the Association defaults under any term, provision, condition or obligation 
set forth in this Agreement, and such default continues for a period of ten (10) days after written notice 
from VECDD alleging such default, VECDD may exercise any remedy available to VECDD at law or in 
equity on account of the Association’s default. 


10. Notices. All notices, demands, consents and approvals which may or are required or 
permitted to be given by either party to the other hereunder shall be in writing and shall be deemed to have 
been fully given when delivered personally, sent by a nationally recognized overnight courier service for 
next day or overnight delivery, or sent by United States Mail, certified or registered, return receipt 
requested, postage prepaid, in any event addressed to the applicable recipient at the address provided in the 
introductory paragraph of this Agreement. 

11. Miscellaneous. 

(a) This Agreement supersedes all prior discussions and agreements between the parties with 
respect to the matters contemplated by this Agreement. This Agreement contains the sole and entire 
understanding between the parties with respect to the matters contemplated by this Agreement, and all 
promises, inducements, offers, solicitations, agreements, representations and warranties heretofore made 
between the parties, if any, are merged into this Agreement. 

(b) No delay or omission of any party hereto in the exercise of any right accruing upon any 
breach or default of the other party shall impair such right or be construed to be a waiver thereof, and each 
such right may be exercised at any time during the continuance of such a breach or default. A waiver by 
any party hereto of a breach of, or default in, any provision of this Agreement by the other party shall not 
be construed to be a waiver of any subsequent breach of or default in the same or any other provision of 
this Agreement. 

(c) No breach of or default in the provisions of this Agreement shall entitle any party to cancel, 
rescind or otherwise terminate this Agreement or any of the rights and obligations declared hereunder, but 
such limitation shall not affect, in any manner, any of the other rights or remedies which any party may 
have hereunder and/or at law or in equity by reason of any breach of or default in the provisions of this 
Agreement. Except as may be expressly limited by the terms of this Agreement, all rights, powers and 
privileges conferred hereunder shall be cumulative and not restrictive of those provided at law or in equity. 

(d) If any provision of this Agreement, or a portion thereof, or the application thereof to any 
person or circumstance, shall, to any extent be held invalid, inoperative or unenforceable, the remainder of 
this Agreement, or the application of such provision or portion thereof to any persons or circumstances, 
shall not be affected thereby. Each provision of this Agreement shall be valid and enforceable to the fullest 
extent permitted by law. 

(e) This Agreement shall be construed and governed in accordance with the laws of the State 
of Florida. 

(f) This Agreement may be executed electronically and in counterparts, each of which shall 
be deemed an original, and all of which shall constitute one agreement. 

(g) The effective date of this Agreement (the “Effective Date”) shall be the date that this 
Agreement is last executed by the Association or VECDD, as indicated beneath their respective signatures 
below. 

 


IN WITNESS WHEREOF, VECDD and the Association have entered into this Agreement as of 
the Effective Date. 

 

 

VECDD: 

Association: 

 

 

VIERA EAST COMMUNITY 

VIERA EAST GOLF COURSE DISTRICT 

DEVELOPMENT DISTRICT, 

ASSOCIATION, INC., 

a special purpose government organized under 

a Florida not for profit corporation 

Chapter 190, Florida Statutes 

 

 

 

By: District Manager, Governmental 

By: 

 Management Services – Central Florida, 

 

 LLC, a Florida limited liability company 

Print Name: 

 

 

 By: 

Title: 

 

 

 Print Name: 

Date: 

 

 

 Title: 

 

 

 

 Date: 

 

 

 


EXHIBIT “A” 

(The Property) 

 

 


Scope of Work: Drawings and Permitting 

Defining Project Deliverables and Approval Requirements 

Introduction 

This document outlines the scope of work related to the development of project drawings 
and the permitting process. This Contractor will coordinate with the owners Architect. All 
fees required by the Architect will be paid by the owner. 

1. Preparation of Project Drawings 

• Architectural Drawings: Develop comprehensive floor plans, elevations, sections, 
and detailed drawings reflecting the design intent and compliance with applicable 
codes. 
• Structural Drawings: Provide detailed structural plans, including foundation, 
framing, and support systems, with calculations as required. 
• MEP Drawings: Prepare mechanical, electrical, and plumbing systems layouts, 
including schematics, schedules, and specifications. 
• Civil Drawings: Include site plans, grading, drainage, and utility layouts as necessary 
for the project’s location. 
• Revisions and Coordination: Revise drawings based on stakeholder feedback and 
coordinate between disciplines to ensure fully integrated documents. 


2. Permitting Process 

• Research and Identification: Identify all required permits and approvals based on 
project scope, location, and jurisdictional regulations. 
• Document Preparation: Assemble all documents, including drawings, calculations, 
and application forms, necessary for permit submission. 
• Submission to Authorities: Submit complete permit packages to relevant local, 
state, and federal agencies as required. 
• Permit Acquisition: Track the status of all permit applications and obtain final 
approvals prior to the start of construction. 



 

 

3. Deliverables 

• Full set of signed and sealed construction drawings (digital and/or hard copy as 
required) 
• Permit application packages and correspondence records 
• Documentation of all permit approvals and required revisions 
• Final permit certificates for project file 


4. Schedule and Coordination 

• Establish a project timeline for drawing production, review cycles, and permitting 
submissions 
• Coordinate with consultants, contractors, and regulatory agencies to ensure timely 
approvals 
• Conduct regular meetings to review progress and address issues related to drawings 
and permitting 


5. Exclusions 

• Work not expressly related to the preparation of drawings and permitting is excluded 
unless otherwise specified in supplemental agreements. 
• Fees for permit applications, impact fees, or other government charges are not 
included unless stated. 


 

Builder Fee for this Scope of Work is $5,000.00 


November 7, 2025 



Dear Board Members, Jim and Jason, 

Thank you for all that you do for the VECDD, our residents and customers. I appreciate that you all care 
deeply about our organization and how we serve the community. 

I also need to let you know that I was not happy with the logo decision process last night because the 
logo decision was clearly on the agenda, but the Board did not have access to any of the prior logos that 
we had discussed and directed in prior meetings. Ron had the logos printed from 2 meetings ago, and 
none of the most recent versions of the logos were in our package or printed for us. I think this led to a 
longer discussion than necessary and a poor decision. 

The logos that were not in our Board package were professionally designed. Professional design includes: 

1. Horizonal and vertical and sometimes square versions of the logo, so that it can be used to 
appropriate brand digital spaces and printed items. 
2. A branding color palette with Pantone and/or RGB/HEX values that can be used for print and 
digital. 
3. Showing how the branding will look in various places and items that will be branded, including 
Web site, and social media post/ad, apparel and merchandise. 


I have made it clear that I do not agree with the logo decision. For the record, I think this decision will 
not serve us well in the years to come. I don’t think the crane represents Viera, since they are 
everywhere in Central Florida. They are not unique to our golf course. As I said last night, I think we 
should update the Viera V logo, or use one of the other V logos that we’ve been working on these past 
months. 

I don’t think we have to emulate other golf courses; we can carve our own path and other golf courses 
will likely follow us. As a public community golf course we have become a best case example and a 
source of pride for our community…we have become a leader and can chart our own path. 

I agree that staff buy-in is important. If we firmly believe we should move forward with this logo, I will be 
asking to see a professional approach that includes all of the numbered items above. For our next 
meeting, I want to see variations of the logo that address all three points above. 

Sincerely, 

Jennifer De Vries 

Chairwoman of the Board of Supervisors 

Viera East Community Development District 


LOGO OPTION 1 | 2 Color 

LOGO CONCEPT 


The first concept includes two treatments of the stylized 
letterforms of V and E combined. The strokes that compose 
the E and right side of the V form eastward-pointing 
pins/flags. 

The three flags are a nod to your 3 top holes. The wavey flag 
treatment suggests fluidity and movement. The pointy flag 
option is cleaner and suggests precision. 

The logo elements can be arranged either horizontally or 
vertically, as in the lockups shown here. 


LOGO BRANDING PALETTE 


LOGO 1a | Color Options 

LOGO CONCEPT 


The first concept includes a treatment of the stylized 
letterforms of V and E combined. The strokes that compose 
the E and right side of the V form eastward-pointing 
pins/flags. 

The three flags are a nod to your 3 top holes. The pointy flag 
option is cleaner and suggests precision. 


LOGO BRANDING PALETTES 


A 


B 


C 


D 



LOGO 1a | Color Options 

LOGO CONCEPT 


The first concept includes a treatment of the stylized 
letterforms of V and E combined. The strokes that compose 
the E and right side of the V form eastward-pointing 
pins/flags. 

The three flags are a nod to your 3 top holes. The pointy flag 
option is cleaner and suggests precision. 


LOGO BRANDING PALETTES 


E 


F 


G 


H 



LOGO 1b | Color Options 

LOGO CONCEPT 


The first concept includes a treatment of the stylized 
letterforms of V and E combined. The strokes that compose 
the E and right side of the V form eastward-pointing 
pins/flags. 

The three flags are a nod to your 3 top holes. The pointy flag 
option is cleaner and suggests precision. 


LOGO BRANDING PALETTES 


A 


B 


C 


D 



LOGO 1b | Color Options 

LOGO CONCEPT 


The first concept includes a treatment of the stylized 
letterforms of V and E combined. The strokes that compose 
the E and right side of the V form eastward-pointing 
pins/flags. 

The three flags are a nod to your 3 top holes. The pointy flag 
option is cleaner and suggests precision. 


LOGO BRANDING PALETTES 


E 


F 


G 


H 



LOGO 1c | Color Options 

LOGO CONCEPT 


The first concept includes a treatment of the stylized 
letterforms of V and E combined. The strokes that compose 
the E and right side of the V form eastward-pointing 
pins/flags. 

The three flags are a nod to your 3 top holes. The pointy flag 
option is cleaner and suggests precision. 


LOGO BRANDING PALETTES 


A 


B 


C 


D 



LOGO 1c | Color Options 

LOGO CONCEPT 


The first concept includes a treatment of the stylized 
letterforms of V and E combined. The strokes that compose 
the E and right side of the V form eastward-pointing 
pins/flags. 

The three flags are a nod to your 3 top holes. The pointy flag 
option is cleaner and suggests precision. 


LOGO BRANDING PALETTES 


E 


F 


G 


H 



LOGO OPTION 3 | 2 COLOR 

LOGO CONCEPT 


The third design includes three treatments that focus on 
creating a stylized V that resembles a golf club. The first 
treatment is the simplest. The circle encapsulating the V is 
designed to resemble the arc of a swing. The combined shape 
of the circle and the V is designed to resemble a stylized 
lowercase E. 

The second treatment is the same as the first except the 
handle has been extended to add the grip. This makes the 
golf club aspect of the design more obvious - the drawback 
being that the e takes more work to find. 

The third treatment plays with positive and negative space to 
create the golf club shape of the V. This also includes the 
triangle symbolism in addition to a flag/pin and hole to 
complete the shape. The flag is pointing east. 


LOGO BRANDING PALETTE 


LOGO OPTION 3 | 2 COLOR 

LOGO CONCEPT 


This treatment plays with positive and negative space to 
create the golf club shape of the V. This also includes the 
triangle symbolism in addition to a flag/pin and hole to 
complete the shape. The flag is pointing east. 


LOGO BRANDING PALETTE 


A 


B 


C 


D 



LOGO OPTION 3 | 2 COLOR 

LOGO CONCEPT 


This treatment plays with positive and negative space to 
create the golf club shape of the V. This also includes the 
triangle symbolism in addition to a flag/pin and hole to 
complete the shape. The flag is pointing east. 


LOGO BRANDING PALETTE 


E 


F 


G 


H 



LOGO 1 & 2 | Treatment Options 

LOGO CONCEPT 


The first concept includes a treatment of the stylized 
letterforms of V and E combined. The triangle represents the 
V and also completes the shape of a lowercase e. The triangle 
also represents the 3 challenging holes you’re known for. 
Option B adds a nod to the Bermuda triangle with the outer 
triangle with the 3 dots. The most common symbol for the 
Bermuda triangle is a triangle with 3 dots with an eye at the 
center of the triangle. 

The second concept (C & D) is a very simple approach to 
combining the letter forms. The block letters are combined in 
a way to show action. The stems of the E are placed to show 
speed/motion. The V in option D is replaced with the triangle 
in order to be representative of the 3 challenging holes. 

A 


B 


C 


D 



LOGO 3 | Treatment Options 

LOGO CONCEPT 


This concept includes several treatments of the stylized 
letterforms of V and E combined. These designed to show 
motion/action. The V is designed in a manner that is intended 
to evoke a golf club, and the stems of the E are designed to 
represent the movement or speed of the swing. 

A 


B 


C 


D 



LOGO 4 & 5 | Treatment Options 

LOGO CONCEPT 


The concept for 4 A & B plays with a stylized letter form 
encapsulated in a triangle. The triangle, again, is intended to 
symbolize the 3 challenging holes. The stylized letterform is a 
combination of the lowercase e and v combined to form a 
swoosh of sorts. This is designed to represent the action of a 
golf swing. Option A is tilted to have the triangle pointing 
east. It’s also intended to suggest a play button – a subliminal 
call to action. 

The concept for option 5 once again combines the letterforms 
to suggest action/movement. They are combined in a way to 
suggest a swoosh. The stems of the E represent 
speed/movement. The letters are also combined in a way to 
suggest a stylized golf club. 

A 


B 


C 


D 



Viera East 

Community Development Districy 

Check Register Summary 

November 1, 2025 through November 14, 2025 



Fund 

Date 

Check #'s 

Amount 



General Fund 

11/06/25 

5660-5668 

23,333.96 $ 

10/02/25 

5669-5674 

$ 1,412.81 



Sub-Total 

$ 24,746.77 



Capital Reserve 

11/13/25 

214 

$ 48,841.88 



Sub-Total 

$ 48,841.88 



Golf Course 



11/06/25 

33067-33090 

$ 4 4,963.61 

11/06/25 

33079 Voided 

$ (100.00) 

10/02/25 

33091-33107 

$ 2 6,828.26 



Sub-Total 

$ 71,691.87 



Total 



$ 145,280.52 




A picture containing text
Description automatically generated
Viera East 

Community Development District 



Unaudited Financial Reporting 

October 31, 2025 





Table of Contents 



1 



Balance Sheet 



2-4 



General Fund 



5-7 



Month to Month - General Fund 



8 



Assessment Receipt Schedule 



9-16 

17-22 



Golf Course, Pro Shop & Restaurant 



Month to Month - Golf Course, Pro Shop & Restaurant 



23 



Capital Reserve 



24 

25 



Capital Reserve Check Register 



Debt Service Series 2020 



26 



Capital Projects Series 2020 




Viera East 

Community Development District 

Combined Balance Sheet 

October 31, 2025 



 

 



General 

Fund 



Capital Reserve 

Fund 



Debt Service 

Fund 



Capital Projects 

Fund 



Golf Course/ 

Recreation Fund 



Totals 

Governmental Funds 



Assets 

Cash 

Operating Account 

Capital Reserve Account 

Assessments Receivable 

Accounts Receivable 

Due from Capital Projects 

Due from Capital Reserve 

Due from Golf Course 

Due from General Fund 

Due from Other 

Prepaid Expenses 

Inventory - Pro Shop 

Inventory - Hook & Eagle 

Investments 

State Board of Administration 

Series 2012 

Reserve 

Benefit Assessment 

Bond Service 

Recreation Fees 

Prepaid Expenses - Debt 

Series 2020 

Reserve 

Temporary Interest 

Bond Service 

Project 

Improvements (Net of Depreciation) 



 



144,470 $ 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ 25,722 

$ - 

$ - 



$ - 

$ 351,581 

$ - 

$ - 

$ 14,443 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 



$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 



$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 



$ 386,836 

$ - 

$ 4 8,207 

$ 99 

$ - 

$ - 

$ - 

$ 1 4,400 

$ - 

$ 165,104 

$ 4 3,966 

$ 4 2,514 



$ 531,306 

$ 351,581 

$ 48,207 

$ 99 

$ 14,443 

$ - 

$ - 

$ 14,400 

$ - 

$ 190,826 

$ 43,966 

$ 42,514 



$ 2 20,977 



$ 1,118,482 



$ - 



$ - 



$ 307,248 



$ 1,646,706 



$ - 

$ - 

$ - 

$ - 

$ - 



$ - 

$ - 

$ - 

$ - 

$ - 



$ - 

$ - 

$ - 

$ - 

$ - 



$ - 

$ - 

$ - 

$ - 

$ - 



$ 287,186 

$ 5 6,546 

$ 6,588 

$ 107,469 

$ - 



$ 287,186 

$ 56,546 

$ 6 ,588 

$ 107,469 

$ - 



$ - 

$ - 

$ - 

$ - 

$ - 



$ - 

$ - 

$ - 

$ - 

$ - 



$ 2 40,505 

$ 97 

$ 1 38,097 

$ - 

$ - 



$ - 

$ - 

$ - 

$ 65,757 

$ - 



$ - 

$ - 

$ - 

$ - 

$ 1,779,589 



$ 240,505 

$ 97 

$ 138,097 

$ 65,757 

$ 1,779,589 



Total Assets 

Liabilities 

Accounts Payable 

Accrued Expenses 

Deferred Revenue - Season Advance 

Deferred Revenue - Special Assessment O&M 

Deferred Revenue - Special Assessment Debt 

Due to General Fund 

Due to Golf Course 

Due to Debt Service 

Due to Capital Reserve 

Accrued Interest Payable 

Accrued Principal Payable 

Accrued Payroll Payable 

Notes Payable 

Sales Tax Payable 

Event Deposits 

Bonds Payable - Series 2012 

Bond Discount 

Deferred Loss 



$ 391,169 



$ 1 ,484,505 



$ 378,698 



$ 65,757 



$ 3,245,751 



$ 5,565,880 



$ 21,833 

$ 1,252 

$ - 

$ - 

$ - 

$ - 

$ 14,400 

$ - 

$ - 

$ - 

$ - 

$ 15,006 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 



$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 



$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 



$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ 14,443 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 



$ 3 8,483 

$ 1,028 

$ 5 9,139 

$ 1 6,719 

$ (16,719) 

$ - 

$ - 

$ - 

$ - 

$ 2 4,459 

$ 4 5,417 

$ 5 5,656 

$ 766,826 

$ 2 5,125 

$ - 

$ 1,065,000 

$ (4,294) 

$ (35,353) 



$ 60,316 

$ 2 ,280 

$ 59,139 

$ 16,719 

$ (16,719) 

$ - 

$ 14,400 

$ - 

$ 14,443 

$ 24,459 

$ 45,417 

$ 70,662 

$ 766,826 

$ 25,125 

$ - 

$ 1,065,000 

$ (4,294) 

$ (35,353) 



Total Liabilites 



$ 52,491 



$ - 



$ - 



$ 14,443 



$ 2,041,486 



$ 2,108,420 



Fund Balance 

Nonspendable 

Prepaid Items 

Restricted for 

Debt Service - Series 2020 

Capital Projects - Series 2020 

Assigned for 

Capital Reserves 

Unassigned 



 



$ 25,722 



$ - 



$ - 



$ - 



$ - 



$ 25,722 



$ - 

$ - 



$ - 

$ - 



$ 3 78,698 

$ - 



$ - 

$ 51,314 



$ - 

$ - 



$ 378,698 

$ 51,314 



$ - 

$ 3 12,956 



$ 1,484,505 

$ - 



$ - 

$ - 



$ - 

$ - 



$ - 

$ 1,204,265 



$ 1,484,505 

$ 1,517,221 



Total Fund Balances 



$ 338,678 



$ 1 ,484,505 



$ 378,698 



$ 51,314 



$ 1,204,265 



$ 3,457,460 



Total Liabilities & Fund Balance 



$ 3 91,169 



$ 1,484,505 



$ 3 78,698 



$ 65,757 



$ 3,245,751 



$ 5,565,880 




Viera East 

Community Development District 

General Fund 

Statement of Revenues, Expenditures, and Changes in Fund Balance 

For The Period Ending October 31, 2025 



Adopted 

Budget 



Prorated Budget 

Thru 10/31/25 



Actual 

Thru 10/31/25 



Variance 



Revenues 

 

Maintenance Assessments 

1,378,973 $ 

Golf Course Administrative Services 

$ 5 6,280 

Miscellaneous Revenue - Marketing 

$ 1 0,000 

Interest Income 

$ 5,000 



$ 114,914 

$ 4,690 

$ 833 

$ 417 



$ - 

$ 4,690 

$ - 

$ 802 



$ (114,914) 

$ - 

$ ( 833) 

$ 385 



Total Revenues 

$ 1,450,253 

$ 120,854 

$5,492 

$ ( 115,363) 

Expenditures 

General & Administrative 

Supervisors Fees 

$ 3 0,519 

$ 2,543 

$ 1,272 

$ 1,272 

Engineering Fees 

$ 5,000 

$ 417 

$ - 

$ 417 

Attorney's Fees 

$ 2 0,000 

$ 1,667 

$ - 

$ 1,667 

Dissemination 

$ 1,082 

$ 90 

$ 90 

$ (0) 

Trustee Fees 

$ 6,160 

$ 513 

$ 337 

$ 177 

Annual Audit 

$ 1 5,022 

$ 1,252 

$ 1,252 

$ (0) 

Collection Agent 

$ 2,575 

$ 215 

$ 215 

$ (0) 

Management Fees 

$ 118,700 

$ 9,892 

$ 9,892 

$ (0) 

Postage 

$ 2,000 

$ 167 

$ 5 

$ 162 

Printing & Binding 

$ 2,500 

$ 208 

$ - 

$ 208 

Insurance - Liability 

$ 1 2,804 

$ 1,067 

$ 904 

$ 163 

Legal Advertising 

$ 2,500 

$ 208 

$ - 

$ 208 

Other Current Charges 

$ 1,200 

$ 100 

$ 56 

$ 44 

Office Supplies 

$ 2,000 

$ 167 

$ 41 

$ 125 

Dues & Licenses 

$ 175 

$ 175 

$ 175 

$ - 

Information Technology 

$ 4,972 

$ 414 

$ 414 

$ (0) 

Total General & Administrative 

$ 227,208 

$ 19,094 

$ 14,652 

$ 4,442 




Viera East 

Community Development District 

General Fund 

Statement of Revenues, Expenditures, and Changes in Fund Balance 

For The Period Ending October 31, 2025 



Adopted 

Budget 



Prorated Budget 

Thru 10/31/25 



Actual 

Thru 10/31/25 



Variance 



Operations & Maintenance 



Operating Expenditures 

Salaries 

187,425 $ 

Administration Fee 

$ 1,508 

FICA Expense 

$ 1 4,338 

Health Insurance 

$ 5,250 

Workers Compensation 

$ 4,169 

Unemployment 

$ 1,119 

Retirement Contribution 

$ 5,061 

Other Contractual 

$ 1 0,000 

Marketing - Lifestyle/Amenities 

$ 116,000 

Training 

$ 500 



$ 1 5,619 

$ 126 

$ 1,195 

$ 438 

$ 347 

$ 93 

$ 422 

$ 833 

$ 9,667 

$ 42 



$ 1 6,799 

$ 73 

$ 1,805 

$ 109 

$ 373 

$ - 

$ - 

$ 655 

$ 8,097 

$ - 



$ (1,181) 

$ 52 

$ ( 610) 

$ 328 

$ (25) 

$ 93 

$ 422 

$ 179 

$ 1,570 

$ 42 



Subtotal Field Expenditures 

$ 345,370 

$ 28,781 

$ 27,911 

$ 869 



Maintenance Expenditures 

Canal Maintenance 

$ 1 4,000 

Lake Bank Restoration 

$ 164,000 

Lake Bank Education Project 

$ 3,000 

Environmental Services 

$ 1 0,000 

Water Management System 

$ 148,622 

Midge Control 

$ 8,000 

Contingencies 

$ 7,500 

Fire Line Management 

$ 3,500 

Basin Repair 

$ 3,000 



$ 1,167 

$ 1 3,667 

$ 250 

$ 833 

$ 1 2,385 

$ 667 

$ 625 

$ 292 

$ 250 



$ - 

$ - 

$ - 

$ - 

$ 1 1,750 

$ - 

$ 50 

$ - 

$ - 



$ 1,167 

$ 13,667 

$ 250 

$ 833 

$ 635 

$ 667 

$ 575 

$ 292 

$ 250 



Subtotal Maintenance Expenditures 

$ 361,622 

$ 30,135 

$ 11,800 

$ 18,335 




Viera East 

Community Development District 

General Fund 

Statement of Revenues, Expenditures, and Changes in Fund Balance 

For The Period Ending October 31, 2025 



Adopted 

Budget 



Prorated Budget 

Thru 10/31/25 



Actual 

Thru 10/31/25 



Variance 



Grounds Maintenance Expenditures 

Salaries 

244,367 $ 

Bonus Program 

$ - 

Administrative Fees 

$ 2,840 

FICA 

$ 1 8,694 

Health Insurance 

$ 3 4,538 

Workers Compensation 

$ 5,436 

Unemployment 

$ 2,608 

Retirement Contribution 

$ 6,682 

Telephone 

$ 6,000 

Utilities 

$ 8,020 

Property Appraiser 

$ 2,100 

Insurance - Property 

$ 3,711 

Repairs 

$ 2 5,000 

Fuel 

$ 1 8,000 

Park Maintenance 

$ 3 5,000 

Sidewalk Repair 

$ 1 5,000 

Chemicals 

$ 4,000 

Contingencies 

$ 1 0,000 

Refuse 

$ 1 8,000 

Office Supplies 

$ 2,500 

Uniforms 

$ 4,000 

Fire Alarm System 

$ 500 

Rain Bird Pump System 

$ - 

Park Materials 

$ 1 0,000 

Bay Hill Flow Way Maintenance 

$ 2 0,000 



$ 2 0,364 

$ - 

$ 237 

$ 1,558 

$ 2,878 

$ 453 

$ 217 

$ 557 

$ 500 

$ 668 

$ 175 

$ 309 

$ 2,083 

$ 1,500 

$ 2,917 

$ 1,250 

$ 333 

$ 833 

$ 1,500 

$ 208 

$ 333 

$ 42 

$ - 

$ 833 

$ 1,667 



$ 1 1,261 

$ - 

$ 176 

$ 1,347 

$ 3,050 

$ 278 

$ - 

$ - 

$ 710 

$ 331 

$ - 

$ 332 

$ 2,944 

$ 1,241 

$ 4,568 

$ - 

$ - 

$ 301 

$ 1,335 

$ - 

$ 444 

$ - 

$ - 

$ - 

$ - 



$ 9,103 

$ - 

$ 60 

$ 210 

$ ( 172) 

$ 175 

$ 217 

$ 557 

$ ( 210) 

$ 337 

$ 175 

$ (23) 

$ ( 861) 

$ 259 

$ (1,651) 

$ 1,250 

$ 333 

$ 533 

$ 165 

$ 208 

$ ( 111) 

$ 42 

$ - 

$ 833 

$ 1,667 



Subtotal Grounds Maintenance Exp. 

$ 496,995 

$ 41,416 

$ 28,318 

$ 13,099 



Total Operations & Maintenance 

$ 1,203,988 



$ 100,332 



$ 68,029 



$ 32,303 



Total Expenditures 

$ 1,431,196 

$ 119,427 

$ 82,681 

$ 36,745 



Excess (Deficiency) of Revenues over Exp. 

$ 1 9,057 



$ (77,190) 



Other Financing Sources/(Uses): 



Transfer In/(Out) - Capital Reserve 

$ (19,058) 



$ (1,588) 



$ - 



$ 1,588 



Total Other Financing Sources/(Uses) 

$ (19,058) 

$ (1,588) 

$ - 

$ 1,588 

Net Change in Fund Balance 

$ (0) 

$ (77,190) 

Fund Balance - Beginning 

$ - 

$ 415,867 

Fund Balance - Ending 

$ (0) 

$ 338,678 




Viera East 

Community Development District 

Month to Month - General Fund 



Oct 

Nov 

Dec 

Jan 

Feb 

March 

April 

May 

June 

July 

Aug 

Sept 

Total 



Revenues 

 

Maintenance Assessments 

- $ 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

Golf Course Administrative Services 

$ 4 ,690 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ 4,690 

Misc. Revenue - Marketing 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

Interest Income 

$ 802 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ 8 02 



Total Revenues 

$ 5,492 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ 5,492 

Expenditures 

General & Administrative 

Supervisors Fees 

$ 1 ,272 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ 1,272 

Engineering Fees 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

Attorney's Fees 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

Dissemination 

$ 9 0 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ 90 

Trustee Fees 

$ 337 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ 3 37 

Annual Audit 

$ 1 ,252 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ 1,252 

Collection Agent 

$ 215 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ 2 15 

Management Fees 

$ 9 ,892 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ 9,892 

Postage 

$ 5 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ 5 

Printing & Binding 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

Insurance - Liability 

$ 904 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ 9 04 

Legal Advertising 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

Other Current Charges 

$ 5 6 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ 56 

Office Supplies 

$ 4 1 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ 41 

Dues & Licenses 

$ 175 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ 1 75 

Information Technology 

$ 414 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ 4 14 

Total General & Administrative 

$ 14,652 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ 14,652 



Operations & Maintenance 



Operating Expenditures 

Salaries 

$ 16,799 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ 1 6,799 

Administration Fee 

$ 7 3 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ 73 

FICA Expense 

$ 1 ,805 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ 1,805 

Health Insurance 

$ 109 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ 1 09 




Viera East 

Community Development District 

Month to Month - General Fund 



Oct 

Nov 

Dec 

Jan 

Feb 

March 

April 

May 

June 

July 

Aug 

Sept 

Total 



Operating Expenditures Continued 

Workers Compensation 

373 $ 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ 3 73 

Unemployment 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

Retirement Contribution 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

Other Contractual 

$ 655 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ 6 55 

Marketing - Lifestyle/Amenities 

$ 8 ,097 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ 8,097 

Training 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 



Subtotal Operating Exp. 

$ 27,911 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ 27,911 



Maintenance Expenditures 

Canal Maintenance 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

Lake Bank Restoration 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

Lake Bank Education Project 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

Environmental Services 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

Water Management System 

$ 11,750 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ 1 1,750 

Midge Control 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

Contingencies 

$ 5 0 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ 50 

Fire Line Management 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

Basin Repair 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 



Subtotal Maintenance Exp. 

$ 11,800 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ 11,800 



Grounds Maintenance Expenditures 

Salaries 

$ 11,261 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ 1 1,261 

Bonus Program 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

Administrative Fees 

$ 176 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ 1 76 

FICA 

$ 1 ,347 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ 1,347 

Health Insurance 

$ 3 ,050 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ 3,050 

Workers Compensation 

$ 278 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ 2 78 

Unemployment 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

Retirement Contribution 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

Telephone 

$ 710 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ 7 10 

Utilities 

$ 331 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ 3 31 

Property Appraiser 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

Insurance - Property 

$ 332 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ 3 32 

Repairs 

$ 2 ,944 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ 2,944 

Fuel 

$ 1 ,241 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ 1,241 

Park Maintenance 

$ 4 ,568 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ 4,568 




Viera East 

Community Development District 

Month to Month - General Fund 



Oct 

Nov 

Dec 

Jan 

Feb 

March 

April 

May 

June 

July 

Aug 

Sept 

Total 



Grounds Maintenance Exp. Continued 

Sidewalk Repair 

- $ 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

Chemicals 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

Contingencies 

$ 301 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ 3 01 

Refuse 

$ 1 ,335 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ 1,335 

Office Supplies 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

Uniforms 

$ 444 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ 4 44 

Fire Alarm System 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

Rain Bird Pump System 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

Park Materials 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

Bay Hill Flow Way Maintenance 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 



Subtotal Grounds Maintenance Exp. 

$ 28,318 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ 28,318 



Total Ops. & Maintenance 

$ 68,029 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ 68,029 



Total Expenditures 

$ 82,681 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ 82,681 



Excess (Def.) of Rev. over Exp. 

$ (77,190) 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ (77,190) 



Other Financing Sources/Uses: 



Transfer In/(Out) 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 



Total Other Fin. Sources/Uses 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 



Net Change in Fund Balance 

$ (77,190) 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ (77,190) 




Viera East CDD 

COMMUNITY DEVELOPMENT DISTRICT 

Special Assessment Receipts 

Fiscal Year 2026 

Gross Assessments 

1,466,992.73 $ 

$ 615,413.83 

$ 697,462.77 

$ 2 ,779,869.33 

Net Assessments 

$ 1 ,378,973.17 

$ 578,489.00 

$ 655,615.00 

$ 2 ,613,077.17 

ON ROLL ASSESSMENTS 

52.77% 

22.14% 

25.09% 

100.00% 

Date 

Distribution 

Gross Amount 

Discoumt/Penalty 

Commission 

Interest 

Net Receipts 

O&M Portion 

Recreation 

2020 Debt 
Service 

Total 

- 

- 

$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 

$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 

$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 

$0.00 

$0.00 

$0.00 

$0.00 



TOTAL 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 



0% 

$2,613,077.17 



Net Percent Collected 

Balance Remaining to Collect 




Viera East 

Community Development District 

Golf Course, Pro Shop & Restaurant 

Statement of Revenues, Expenditures, and Changes in Fund Balance 

For The Period Ending October 31, 2025 



Current Month 

Actual 

Actual 

10/31/24 

10/31/25 

Variance 



Year- to - Date 

Actual 

Actual 

Thru 10/31/24 

Thru 10/31/25 

Variance 



Adopted 

Budget 



Number of Rounds 

Paid Rounds 

35,250 

Passholder Rounds 

10,000 

Comp Rounds 

3,000 

Revenue per Round 

Paid Rounds 

$ 50 



2,855 

226 

116 



3,803 

2 66 

88 



948 

4 0 

(28) 



2,855 

226 

116 



3,803 

266 

88 



948 

40 

(28) 



$38 



$37 



(1) 



$38 



$37 



(1) 



Revenues 

 

Golf Course Revenue 



Greens Fees 

$ 2,250,000 

Gift Cards - Sales & (Usage) 

$ - 

Season Advance/Trail Fees 

$ 100,000 

Loyalty Program 

$ 25,000 

Driving Range 

$ 87,418 

Golf Lessons 

$ 15,000 

Miscellaneous Income - Golf Course 

$ 15,000 

Assessments - Recreation Operating 

$ 18,239 



$ 108,644 

$ (257) 

$ 9,215 

$ 4,624 

$ 5,417 

$ 1,050 

$ (2,937) 

$ 1,520 



$ 141,692 

$ 1,042 

$ 8,686 

$ 2,725 

$ 7,850 

$ 3,260 

$ 2,204 

$ 1,520 



$ 33,048 

$ 1,299 

$ (529) 

$ (1,899) 

$ 2,433 

$ 2,210 

$ 5,140 

$ - 



$ 108,644 

$ (257) 

$ 9,215 

$ 4,624 

$ 5,417 

$ 1,050 

$ (2,937) 

$ 1,520 



$ 141,692 

$ 1,042 

$ 8,686 

$ 2,725 

$ 7,850 

$ 3,260 

$ 2,204 

$ 1,520 



$ 33,048 

$ 1 ,299 

$ (529) 

$ (1,899) 

$ 2 ,433 

$ 2 ,210 

$ 5 ,140 

$ - 



Subtotal Golf Course Revenue 

$ 2,510,657 



$ 127,276 



$ 168,978 



$ 41,703 



$ 127,276 



$ 168,978 



$ 4 1,703 



Pro Shop Revenue 



Merchandise Sales 

$ 125,664 



$ 8,217 



$ 11,613 



$ 3,396 



$ 8,217 



$ 11,613 



$ 3 ,396 



Subtotal Pro Shop Revenue 

$ 125,664 



$ 8,217 



$ 11,613 



$ 3,396 



$ 8,217 



$ 11,613 



$ 3,396 




Viera East 

Community Development District 

Golf Course, Pro Shop & Restaurant 

Statement of Revenues, Expenditures, and Changes in Fund Balance 

For The Period Ending October 31, 2025 



Current Month 

Actual 

Actual 

10/31/24 

10/31/25 

Variance 



Year- to - Date 

Actual 

Actual 

Thru 10/31/24 

Thru 10/31/25 

Variance 



Adopted 

Budget 



Restaurant Revenue 



Food & Snack Sales 

466,211 $ 

Beverage Sales 

$ 37,516 

Beer Sales 

$ 236,465 

Wine Sales 

$ 20,463 

Liquor Sales 

$ 202,884 

Miscellaneous Income - Restaurant 

$ - 



$ 33,975 

$ 3,482 

$ 13,966 

$ 1,411 

$ 14,033 

$ 4 11 



$ 31,791 

$ 4,412 

$ 16,296 

$ 2,129 

$ 14,159 

$ - 



$ (2,184) 

$ 930 

$ 2,330 

$ 718 

$ 126 

$ (411) 



$ 33,975 

$ 3,482 

$ 13,966 

$ 1,411 

$ 14,033 

$ 4 11 



$ 31,791 

$ 4,412 

$ 16,296 

$ 2,129 

$ 14,159 

$ - 



$ (2,184) 

$ 930 

$ 2 ,330 

$ 718 

$ 126 

$ (411) 



Subtotal Restaurant Revenue 

$ 963,539 



$ 67,278 



$ 68,787 



$ 1,509 



$ 67,278 



$ 68,787 



$ 1,509 



Total Revenues 

$ 3,599,861 

Expenditures 

General Expenditures 

Other Contractual Services 

$ 20,000 

Telephone 

$ 20,392 

Utilities 

$ 5,348 

Repairs & Maintenance 

$ 15,000 

Bank Charges 

$ 75,000 

Office Supplies 

$ 4,500 

Operating Supplies 

$ 12,000 

Dues, Licenses & Subscriptions 

$ 14,502 

Drug Testing - All Departments 

$ 500 



$ 202,771 



$ 249,378 



$ 46,608 



$ 202,771 



$ 249,378 



$ 4 6,608 



$ 1,999 

$ 9 86 

$ 3,259 

$ 1,005 

$ 4,276 

$ 5 91 

$ 7 73 

$ 8 49 

$ - 



$ 1,155 

$ 635 

$ 548 

$ 459 

$ 5,168 

$ 250 

$ 631 

$ 979 

$ - 



$ 844 

$ 351 

$ 2,711 

$ 547 

$ (892) 

$ 341 

$ 142 

$ (130) 

$ - 



$ 1,999 

$ 9 86 

$ 3,259 

$ 1,005 

$ 4,276 

$ 5 91 

$ 7 73 

$ 8 49 

$ - 



$ 1,155 

$ 635 

$ 548 

$ 459 

$ 5,168 

$ 250 

$ 631 

$ 979 

$ - 



$ 844 

$ 351 

$ 2 ,711 

$ 547 

$ (892) 

$ 341 

$ 142 

$ (130) 

$ - 




Viera East 

Community Development District 

Golf Course, Pro Shop & Restaurant 

Statement of Revenues, Expenditures, and Changes in Fund Balance 

For The Period Ending October 31, 2025 



Current Month 

Actual 

Actual 

10/31/24 

10/31/25 

Variance 



Year- to - Date 

Actual 

Actual 

Thru 10/31/24 

Thru 10/31/25 

Variance 



Adopted 

Budget 



General Expenditures Continued 

Training, Education & Emp. Relations 

5,000 $ 

Contractual Security 

$ 8,400 

IT Services 

$ 8,400 



$ 1,914 

$ 59 

$ 9 55 



$ 115 

$ 147 

$ 454 



$ 1,799 

$ (88) 

$ 502 



$ 1,914 

$ 59 

$ 9 55 



$ 115 

$ 147 

$ 454 



$ 1 ,799 

$ (88) 

$ 502 



Subtotal General Expenditures 

$ 189,042 



$ 16,667 



$ 10,540 



$ 6,127 



$ 16,667 



$ 10,540 



$ 6,127 



Administrative Expenditures 

Legal Fees 

$ 1,500 

Arbitrage 

$ 600 

Dissemination 

$ 1,103 

Engineering 

$ 600 

Trustee Fees 

$ 4,510 

Annual Audit 

$ 5,278 

Golf Course Administrative Services 

$ 56,280 

Insurance 

$ 166,132 

Marketing 

$ - 

Property Taxes 

$ 12,000 



$ - 

$ 50 

$ 88 

$ - 

$ 3 41 

$ 4 37 

$ 4,690 

$ 13,046 

$ - 

$ 7 86 



$ - 

$ 50 

$ 92 

$ - 

$ 341 

$ 440 

$ 4,690 

$ 10,782 

$ - 

$ 238 



$ - 

$ - 

$ (4) 

$ - 

$ (0) 

$ (3) 

$ - 

$ 2,265 

$ - 

$ 548 



$ - 

$ 50 

$ 88 

$ - 

$ 3 41 

$ 4 37 

$ 4,690 

$ 13,046 

$ - 

$ 7 86 



$ - 

$ 5 0 

$ 9 2 

$ - 

$ 341 

$ 440 

$ 4,690 

$ 10,782 

$ - 

$ 238 



$ - 

$ - 

$ (4) 

$ - 

$ (0) 

$ (3) 

$ - 

$ 2 ,265 

$ - 

$ 548 



Subtotal Administrative Exp. 

$ 248,003 

Total General & Administrative 

$ 437,044 



$ 19,437 



$ 16,632 



$ 2,805 



$ 19,437 



$ 16,632 



$ 2,805 



$ 36,104 



$ 27,172 



$ 8,932 



$ 36,104 



$ 27,172 



$ 8,932 




Viera East 

Community Development District 

Golf Course, Pro Shop & Restaurant 

Statement of Revenues, Expenditures, and Changes in Fund Balance 

For The Period Ending October 31, 2025 



Current Month 

Actual 

Actual 

10/31/24 

10/31/25 

Variance 



Year- to - Date 

Actual 

Actual 

Thru 10/31/24 

Thru 10/31/25 

Variance 



Adopted 

Budget 



Operations & Maintenance 



Golf Operations Expenditures 

Salaries 

383,355 $ 

Administrative Fee 

$ 16,848 

FICA Expense 

$ 29,327 

Health Insurance 

$ 10,500 

Workers Compensation 

$ 7,077 

Unemployment 

$ 10,935 

Golf Printing 

$ 4,500 

Utilities 

$ 18,980 

Repairs 

$ 3,400 

Pest Control 

$ 1,300 

Supplies 

$ 10,000 

Uniforms 

$ 1,750 

Training, Educ. & Employee Relations 

$ 2,500 

Cart Lease 

$ 137,684 

Cart Maintenance 

$ 5,000 

Driving Range 

$ 5,000 



$ 26,578 

$ 1,211 

$ 2,033 

$ 1,211 

$ 4 19 

$ 2 95 

$ - 

$ 1,998 

$ - 

$ - 

$ - 

$ 7 27 

$ 7 10 

$ 11,404 

$ - 

$ - 



$ 29,142 

$ 1,139 

$ 3,030 

$ 67 

$ 626 

$ 425 

$ 1,176 

$ 2,209 

$ - 

$ - 

$ - 

$ 831 

$ 227 

$ 11,404 

$ 884 

$ 1,206 



$ (2,565) 

$ 71 

$ (997) 

$ 1,143 

$ (206) 

$ (130) 

$ (1,176) 

$ (211) 

$ - 

$ - 

$ - 

$ (104) 

$ 483 

$ - 

$ (884) 

$ (1,206) 



$ 26,578 

$ 1,211 

$ 2,033 

$ 1,211 

$ 4 19 

$ 2 95 

$ - 

$ 1,998 

$ - 

$ - 

$ - 

$ 7 27 

$ 7 10 

$ 11,404 

$ - 

$ - 



$ 29,142 

$ 1,139 

$ 3,030 

$ 6 7 

$ 626 

$ 425 

$ 1,176 

$ 2,209 

$ - 

$ - 

$ - 

$ 831 

$ 227 

$ 11,404 

$ 884 

$ 1,206 



$ (2,565) 

$ 71 

$ (997) 

$ 1 ,143 

$ (206) 

$ (130) 

$ (1,176) 

$ (211) 

$ - 

$ - 

$ - 

$ (104) 

$ 483 

$ - 

$ (884) 

$ (1,206) 



Subtotal Golf Operations Expenditures 

$ 648,155 

$ 46,585 



$ 52,368 



$ (5,783) 



$ 46,585 



$ 52,368 



$ (5,783) 



Golf Course Maintenance Expenditures 

Salaries 

$ 497,856 

Administrative Fees 

$ 6,616 

FICA Expense 

$ 38,086 

Employee Insurance 

$ 67,672 



$ 38,557 

$ 4 30 

$ 2,950 

$ 2,938 



$ 51,864 

$ 552 

$ 5,259 

$ 4,643 



$ (13,308) 

$ (121) 

$ (2,310) 

$ (1,705) 



$ 38,557 

$ 4 30 

$ 2,950 

$ 2,938 



$ 51,864 

$ 552 

$ 5,259 

$ 4,643 



$ (13,308) 

$ (121) 

$ (2,310) 

$ (1,705) 




Viera East 

Community Development District 

Golf Course, Pro Shop & Restaurant 

Statement of Revenues, Expenditures, and Changes in Fund Balance 

For The Period Ending October 31, 2025 



Current Month 

Actual 

Actual 

10/31/24 

10/31/25 

Variance 



Year- to - Date 

Actual 

Actual 

Thru 10/31/24 

Thru 10/31/25 

Variance 



Adopted 

Budget 



Golf Course Maintenance Expenditures Continued 

Workers Compensation 

10,462 $ 

Unemployment 

$ 6,418 

Utilities/Water 

$ 32,080 

Repairs 

$ 48,000 

Restaurant Repairs 

$ 5,000 

Fuel & Oil 

$ 35,000 

Pest Control 

$ 4,600 

Irrigation/Drainage 

$ 20,000 

Sand and Topsoil 

$ 26,500 

Flower/Mulch 

$ 7,000 

Fertilizer 

$ 175,000 

Seed/Sod 

$ 10,000 

Trash Removal 

$ 3,462 

Contingency 

$ 7,500 

First Aid 

$ 800 

Operating Supplies 

$ 15,000 

Training 

$ 2,500 

Janitorial Supplies 

$ 1,200 

Janitorial Services 

$ 13,956 

Soil & Water Testing 

$ 1,000 

Uniforms 

$ 11,550 

Equipment Rental 

$ 4,606 

Equipment Lease 

$ 243,144 



$ 6 08 

$ 80 

$ 2,254 

$ 2,800 

$ - 

$ 2,741 

$ 3 71 

$ 1,975 

$ 1,245 

$ - 

$ 2,768 

$ - 

$ 2 26 

$ - 

$ - 

$ 2 94 

$ - 

$ 37 

$ 7 65 

$ - 

$ 1,033 

$ 48 

$ 16,948 



$ 1,084 

$ 241 

$ 803 

$ 4,708 

$ 104 

$ 2,819 

$ - 

$ - 

$ 995 

$ - 

$ 4,765 

$ - 

$ 233 

$ 3,922 

$ - 

$ 449 

$ 232 

$ - 

$ 1,120 

$ - 

$ 1,111 

$ - 

$ 17,765 



$ (477) 

$ (161) 

$ 1,451 

$ (1,908) 

$ (104) 

$ (78) 

$ 371 

$ 1,975 

$ 251 

$ - 

$ (1,997) 

$ - 

$ (7) 

$ (3,922) 

$ - 

$ (155) 

$ (232) 

$ 37 

$ (355) 

$ - 

$ (78) 

$ 48 

$ (817) 



$ 6 08 

$ 80 

$ 2,254 

$ 2,800 

$ - 

$ 2,741 

$ 3 71 

$ 1,975 

$ 1,245 

$ - 

$ 2,768 

$ - 

$ 2 26 

$ - 

$ - 

$ 2 94 

$ - 

$ 37 

$ 7 65 

$ - 

$ 1,033 

$ 48 

$ 16,948 



$ 1,084 

$ 241 

$ 803 

$ 4,708 

$ 104 

$ 2,819 

$ - 

$ - 

$ 995 

$ - 

$ 4,765 

$ - 

$ 233 

$ 3,922 

$ - 

$ 449 

$ 232 

$ - 

$ 1,120 

$ - 

$ 1,111 

$ - 

$ 17,765 



$ (477) 

$ (161) 

$ 1 ,451 

$ (1,908) 

$ (104) 

$ (78) 

$ 371 

$ 1 ,975 

$ 251 

$ - 

$ (1,997) 

$ - 

$ (7) 

$ (3,922) 

$ - 

$ (155) 

$ (232) 

$ 37 

$ (355) 

$ - 

$ (78) 

$ 48 

$ (817) 



Subtotal Grounds Maintenance Exp. 

$ 1,295,008 

$ 79,068 



$ 102,668 



$ (23,600) 



$ 79,068 



$ 102,668 



$ (23,600) 




Viera East 

Community Development District 

Golf Course, Pro Shop & Restaurant 

Statement of Revenues, Expenditures, and Changes in Fund Balance 

For The Period Ending October 31, 2025 



Current Month 

Actual 

Actual 

10/31/24 

10/31/25 

Variance 



Year- to - Date 

Actual 

Actual 

Thru 10/31/24 

Thru 10/31/25 

Variance 



Adopted 

Budget 



Total Operations & Maintenance 

1,943,164 $ 



$ 125,653 



$ 155,036 



$ (29,383) 



$ 125,653 



$ 155,036 



$ (29,383) 



Total Golf Course Revenue 

$ 2,510,657 



$ 127,276 



$ 168,978 



$ 41,703 



$ 127,276 



$ 168,978 



$ 4 1,703 



Merchandise Sales 

Cost of Goods Sold 

$ 87,965 



$ 6,506 



$ (3,217) 



$ 9,723 



$ 6,506 



$ (3,217) 



$ 9 ,723 



Subtotal Merchandise Sales 

$ 87,965 

$ 6,506 



$ ( 3,217) 



$ 9,723 



$ 6,506 



$ (3,217) 



$ 9,723 



Total Pro Shop Exp. 

$ 87,965 



$ 6,506 



$ ( 3,217) 



$ 9,723 



$ 6,506 



$ (3,217) 



$ 9,723 



Pro Shop Revenue 

$ 125,664 



$ 8,217 



$ 11,613 



$ 3,396 



$ 8,217 



$ 11,613 



$ 3,396 



Restaurant Expenditures 



Restaurant Expenditures 

Restaurant Manager Contract 

$ - 

Salaries 

$ 336,263 

Administrative Fee 

$ 8,354 

FICA Expense 

$ 25,724 

Health Insurance 

$ 14,700 

Workers Compensation 

$ 7,300 

Unemployment 

$ 6,882 

Telephone 

$ - 

Utilities 

$ 12,100 

Pest Control 

$ 1,200 



$ - 

$ 31,821 

$ 7 31 

$ 3,070 

$ 1,529 

$ 4 50 

$ 2 30 

$ - 

$ 8 27 

$ - 



$ - 

$ 32,626 

$ 696 

$ 4,158 

$ 988 

$ 681 

$ 209 

$ - 

$ 825 

$ - 



$ - 

$ (804) 

$ 36 

$ (1,088) 

$ 541 

$ (231) 

$ 21 

$ - 

$ 2 

$ - 



$ - 

$ 31,821 

$ 7 31 

$ 3,070 

$ 1,529 

$ 4 50 

$ 2 30 

$ - 

$ 8 27 

$ - 



$ - 

$ 32,626 

$ 696 

$ 4,158 

$ 988 

$ 681 

$ 209 

$ - 

$ 825 

$ - 



$ - 

$ (804) 

$ 36 

$ (1,088) 

$ 541 

$ (231) 

$ 21 

$ - 

$ 2 

$ - 




Viera East 

Community Development District 

Golf Course, Pro Shop & Restaurant 

Statement of Revenues, Expenditures, and Changes in Fund Balance 

For The Period Ending October 31, 2025 



Current Month 

Actual 

Actual 

10/31/24 

10/31/25 

Variance 



Year- to - Date 

Actual 

Actual 

Thru 10/31/24 

Thru 10/31/25 

Variance 



Adopted 

Budget 



Restaurant Expenditures Continued 

Merchant Fees 

32,208 $ 

Equipment Lease 

$ 1,750 

Kitchen Equipment/Supplies 

$ - 

Paper & Plastic Supplies 

$ 15,000 

First Aid 

$ - 

Operating Supplies 

$ 23,043 

Delivery/Gas 

$ 6,780 

Dues & License 

$ 11,500 



$ 2,153 

$ 1 43 

$ 1,580 

$ 1,385 

$ - 

$ 1 94 

$ 4 76 

$ 5 69 



$ 1,770 

$ 143 

$ 701 

$ 402 

$ - 

$ 1,077 

$ 435 

$ 2,054 



$ 383 

$ - 

$ 879 

$ 982 

$ - 

$ (884) 

$ 41 

$ (1,485) 



$ 2,153 

$ 1 43 

$ 1,580 

$ 1,385 

$ - 

$ 1 94 

$ 4 76 

$ 5 69 



$ 1,770 

$ 143 

$ 701 

$ 402 

$ - 

$ 1,077 

$ 435 

$ 2,054 



$ 383 

$ - 

$ 879 

$ 982 

$ - 

$ (884) 

$ 41 

$ (1,485) 



Subtotal Restaurant Expenditures 

$ 502,803 

Cost of Goods Sold 

Food & Snack Cost 

$ 265,740 

Beverage Cost 

$ 33,764 

Beer Cost 

$ 87,492 

Wine Cost 

$ 10,846 

Liquor Cost 

$ 62,894 



$ 45,159 



$ 46,765 



$ (1,606) 



$ 45,159 



$ 46,765 



$ (1,606) 



$ 16,103 

$ 3,808 

$ 7,345 

$ 4 40 

$ 4,739 



$ 15,097 

$ 3,886 

$ 5,583 

$ (590) 

$ 3,374 



$ 1,006 

$ (78) 

$ 1,762 

$ 1,030 

$ 1,365 



$ 16,103 

$ 3,808 

$ 7,345 

$ 4 40 

$ 4,739 



$ 15,097 

$ 3,886 

$ 5,583 

$ (590) 

$ 3,374 



$ 1 ,006 

$ (78) 

$ 1 ,762 

$ 1 ,030 

$ 1 ,365 



Subtotal Cost of Goods Sold 

$ 460,736 



$ 32,435 



$ 27,350 



$ 5,085 



$ 32,435 



$ 27,350 



$ 5,085 



Total Restaurant Expenditures 

$ 963,539 



$ 77,594 



$ 74,115 



$ 3,479 



$ 77,594 



$ 74,115 



$ 3,479 



Total Restaurant Revenue 

$ 963,539 



$ 67,278 



$ 68,787 



$ 1,509 



$ 67,278 



$ 68,787 



$ 1,509 



Total Golf & H&E Revenue 

$ 3,599,861 



$ 202,771 



$ 249,378 



$ 46,608 



$ 202,771 



$ 249,378 



$ 4 6,608 




Viera East 

Community Development District 

Golf Course, Pro Shop & Restaurant 

Statement of Revenues, Expenditures, and Changes in Fund Balance 

For The Period Ending October 31, 2025 



Current Month 

Actual 

Actual 

10/31/24 

10/31/25 

Variance 



Year- to - Date 

Actual 

Actual 

Thru 10/31/24 

Thru 10/31/25 

Variance 



Adopted 

Budget 



Total Golf & H&E Expenditures 

3,431,712 $ 



$ 245,857 



$ 253,107 



$ (7,249) 



$ 245,857 



$ 253,107 



$ (7,249) 



Excess (Deficiency) of Rev. over Exp. 

$ 168,149 



$ (43,086) 



$ (3,728) 



$ 53,857 



$ (43,086) 



$ (3,728) 



$ 53,857 



Other Financing Sources/(Uses): 



Assessments - Recreation Debt Service 

$ 560,250 

Interest Income 

$ 10,000 

Transfer In/(Out) - Capital Reserve 

$ (166,149) 

Interest Expense 

$ (27,250) 

Principal Expense 

$ (545,000) 



$ 46,688 

$ 1,226 

$ - 

$ (4,438) 

$ (43,333) 



$ 46,688 

$ 2,294 

$ - 

$ (2,271) 

$ (45,417) 



$ - 

$ 1,068 

$ - 

$ 2,167 

$ (2,083) 



$ 46,688 

$ 1,226 

$ - 

$ (4,438) 

$ (43,333) 



$ 46,688 

$ 2,294 

$ - 

$ (2,271) 

$ (45,417) 



$ - 

$ 1 ,068 

$ - 

$ 2 ,167 

$ (2,083) 



Total Other Financing Sources/(Uses) 

$ (168,149) 

$ 1 42 

Net Change in Fund Balance 

$ (0) 

$ (42,944) 

Fund Balance - Beginning 

$ - 

Fund Balance - Ending 

$ (0) 



$ 1,294 



$ 1,151 



$ 1 42 



$ 1,294 



$ 1,151 



$ ( 2,435) 



$ (42,944) 



$ (2,435) 



$ 639,514 



$ 1,206,700 



$ 596,570 



$ 1,204,265 




Viera East 

Community Development District 

Month to Month - Golf Course, Pro Shop & Restaurant 

Oct 

Nov 

Dec 

Jan 

Feb 

March 

April 

May 

June 

July 

Aug 

Sept 

Total 



Number of Rounds 

Paid Rounds 

3,803 

- 

- 

- 

- 

- 

- 

- 

- 

- 

- 

- 

3,803 

Passholder Rounds 

266 

- 

- 

- 

- 

- 

- 

- 

- 

- 

- 

- 

266 

Comp Rounds 

88 

- 

- 

- 

- 

- 

- 

- 

- 

- 

- 

- 

8 8 

Revenue per Round 

Paid Rounds 

$37 

$0 

$0 

$0 

$0 

$0 

$0 

$0 

$0 

$0 

$0 

$0 

$37 



Revenues: 

 

Golf Course Revenue 



Greens Fees 

$ 1 41,692 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ 141,692 

Gift Cards - Sales & (Usage) 

$ 1 ,042 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ 1,042 

Season Advance/Trail Fees 

$ 8 ,686 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ 8,686 

Loyalty Program 

$ 2 ,725 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ 2,725 

Driving Range 

$ 7 ,850 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ 7,850 

Golf Lessons 

$ 3 ,260 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ 3,260 

Misc. Income Golf Course 

$ 2 ,204 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ 2,204 

Assessments - Recreation Op. 

$ 1 ,520 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ 1,520 



Subtotal Golf Course Revenue 

$ 168,978 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ 168,978 



Pro Shop Revenue 



Merchandise Sales 

$ 11,613 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ 11,613 



Subtotal Pro Shop Revenue 

$ 11,613 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ 1 1,613 



Restaurant Revenue 



Food & Snack Sales 

$ 31,791 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ 31,791 

Beverage Sales 

$ 4 ,412 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ 4,412 

Beer Sales 

$ 16,296 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ 16,296 

Wine Sales 

$ 2 ,129 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ 2,129 

Liquor Sales 

$ 14,159 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ 14,159 

Misc. Income - Restaurant 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 



Subtotal Restaurant Revenue 

$ 68,787 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ 6 8,787 



Total Revenues 

$ 249,378 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ 249,378 




Viera East 

Community Development District 

Month to Month - Golf Course, Pro Shop & Restaurant 

Oct 

Nov 

Dec 

Jan 

Feb 

March 

April 

May 

June 

July 

Aug 

Sept 

Total 



Expenditures: 

General Expenditures: 

Other Contractual Services 

1,155 $ 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ 1,155 

Telephone 

$ 635 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ 635 

Utilities 

$ 548 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ 548 

Repairs & Maintenance 

$ 459 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ 459 

Bank Charges 

$ 5 ,168 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ 5,168 

Office Supplies 

$ 250 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ 250 

Operating Supplies 

$ 631 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ 631 

Dues, Licenses & Subscriptions 

$ 979 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ 979 

Drug Testing - All Departments 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

Training, Education & Emp. Rel. 

$ 115 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ 115 

Contractual Security 

$ 147 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ 147 

IT Services 

$ 454 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ 454 



Subtotal General Expenditures 

$ 10,540 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ 1 0,540 



Administrative Expenditures: 

Legal Fees 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

Arbitrage 

$ 50 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ 50 

Dissemination 

$ 92 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ 92 

Engineering 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

Trustee Fees 

$ 341 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ 341 

Annual Audit 

$ 440 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ 440 

Golf Course Admin. Services 

$ 4 ,690 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ 4,690 

Insurance 

$ 10,782 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ 10,782 

Marketing 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

Property Taxes 

$ 238 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ 238 



Subtotal Administrative Exp. 

$ 16,632 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ 1 6,632 



Total General & Admin. 

$ 27,172 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ 2 7,172 




Viera East 

Community Development District 

Month to Month - Golf Course, Pro Shop & Restaurant 

Oct 

Nov 

Dec 

Jan 

Feb 

March 

April 

May 

June 

July 

Aug 

Sept 

Total 



Operations & Maintenance 



Golf Operations Expenditures 

Salaries 

29,142 $ 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ 29,142 

Administrative Fee 

$ 1 ,139 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ 1,139 

FICA Expense 

$ 3 ,030 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ 3,030 

Health Insurance 

$ 67 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ 67 

Workers Compensation 

$ 626 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ 626 

Unemployment 

$ 425 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ 425 

Golf Printing 

$ 1 ,176 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ 1,176 

Utilities 

$ 2 ,209 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ 2,209 

Repairs 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

Pest Control 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

Supplies 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

Uniforms 

$ 831 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ 831 

Training, Education & Emp. Rel. 

$ 227 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ 227 

Cart Lease 

$ 11,404 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ 11,404 

Cart Maintenance 

$ 884 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ 884 

Driving Range 

$ 1 ,206 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ 1,206 



Subtotal Operating Exp. 

$ 52,368 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ 5 2,368 



Golf Course Maintenance Exp. 

Salaries 

$ 51,864 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ 51,864 

Administrative Fees 

$ 552 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ 552 

FICA Expense 

$ 5 ,259 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ 5,259 

Employee Insurance 

$ 4 ,643 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ 4,643 

Workers Compensation 

$ 1 ,084 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ 1,084 

Unemployment 

$ 241 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ 241 

Utilities/Water 

$ 803 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ 803 

Repairs 

$ 4 ,708 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ 4,708 

Restaurant Repairs 

$ 104 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ 104 

Fuel & Oil 

$ 2 ,819 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ 2,819 

Pest Control 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

Irrigation/Drainage 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

Sand and Topsoil 

$ 995 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ 995 

Flower/Mulch 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

Fertilizer 

$ 4 ,765 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ 4,765 




Viera East 

Community Development District 

Month to Month - Golf Course, Pro Shop & Restaurant 

Oct 

Nov 

Dec 

Jan 

Feb 

March 

April 

May 

June 

July 

Aug 

Sept 

Total 



Golf Course Maintenance Exp. Cont. 

Seed/Sod 

- $ 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

Trash Removal 

$ 233 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ 233 

Contingency 

$ 3 ,922 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ 3,922 

First Aid 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

Operating Supplies 

$ 449 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ 449 

Training 

$ 232 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ 232 

Janitorial Supplies 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

Janitorial Services 

$ 1 ,120 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ 1,120 

Soil & Water Testing 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

Uniforms 

$ 1 ,111 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ 1,111 

Equipment Rental 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

Equipment Lease 

$ 17,765 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ 17,765 



Subtotal Golf Main. Exp. 

$ 102,668 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ 102,668 



Total Operations & Mainten. 

$ 155,036 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ 155,036 



Merchandise Expenditures 

Cost of Goods Sold 

$ (3,217) 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ (3,217) 



Subtotal Merchandise Exp. 

$ ( 3,217) 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ (3,217) 



Total Pro Shop Exp. 

$ ( 3,217) 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ (3,217) 



Restaurant Expenditures 



Restaurant Expenditures 

Restaurant Manager Contract 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

Salaries 

$ 32,626 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ 32,626 

Administrative Fee 

$ 696 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ 696 

FICA Expense 

$ 4 ,158 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ 4,158 

Health Insurance 

$ 988 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ 988 

Workers Compensation 

$ 681 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ 681 

Unemployment 

$ 209 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ 209 

Telephone 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

Utilities 

$ 825 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ 825 

Pest Control 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 




Viera East 

Community Development District 

Month to Month - Golf Course, Pro Shop & Restaurant 

Oct 

Nov 

Dec 

Jan 

Feb 

March 

April 

May 

June 

July 

Aug 

Sept 

Total 



Restaurant Expenditures Continued 

Merchant Fees 

1,770 $ 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ 1,770 

Equipment Lease 

$ 143 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ 143 

Kitchen Equipment/Supplies 

$ 701 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ 701 

Paper & Plastic Supplies 

$ 402 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ 402 

First Aid 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

Operating Supplies 

$ 1 ,077 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ 1,077 

Delivery/Gas 

$ 435 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ 435 

Dues & License 

$ 2 ,054 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ 2,054 



Subtotal Restaurant Exp. 

$ 46,765 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ 4 6,765 

Cost of Goods Sold 

Food & Snack Cost 

$ 15,097 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ 15,097 

Beverage Cost 

$ 3 ,886 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ 3,886 

Beer Cost 

$ 5 ,583 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ 5,583 

Wine Cost 

$ (590) 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ (590) 

Liquor Cost 

$ 3 ,374 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ 3,374 



Subtotal Cost of Goods Sold 

$ 27,350 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ 2 7,350 



Total Restaurant Exp. 

$ 74,115 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ 7 4,115 



Total Expenditures 

$ 253,107 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ 253,107 



Excess (Def.) of Rev. over Exp. 

$ (3,728) 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ (3,728) 



Other Financing Sources/Uses: 



Assess. - Recreation Debt Service 

$ 46,688 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ 46,688 

Interest Income 

$ 2 ,294 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ 2,294 

Transfer In/(Out) - Cap. Reserve 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

Interest Expense 

$ (2,271) 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ (2,271) 

Principal Expense 

$ (45,417) 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ (45,417) 



Total Other Fin Sources/Uses 

$ 1,294 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ 1,294 



Net Change in Fund Balance 

$ ( 2,435) 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ (2,435) 




Viera East 

Community Development District 

Month to Month - Golf Course, Pro Shop & Restaurant 

Oct 

Nov 

Dec 

Jan 

Feb 

March 

April 

May 

June 

July 

Aug 

Sept 

Total 



Cost of Goods Sold as a % of Sales: 

Food & Snack Cost 

47.5% 

Beverage Cost 

88.1% 

Beer Cost 

34.3% 

Wine Cost 

-27.7% 

Liquor Cost 

23.8% 




Viera East 

Community Development District 

Capital Reserve Fund 

Statement of Revenues, Expenditures, and Changes in Fund Balance 

For The Period Ending October 31, 2025 



Adopted 

Budget 



Prorated Budget 

Thru 10/31/25 



General Fund 

Allocation 



Golf Course 

Allocation 



Total Actual 

Thru 10/31/25 



Revenues 

 

Interest 

2,500 $ 



$ 208 



$ 1,521 



$ 2,537 



$ 4,058 



Total Revenues 

$ 2,500 

Expenditures: 

Capital Outlay 

$ 238,921 

Truck Maintenance 

$ 25,000 

Bank Fee 

$ - 

Sign Project 

$ 20,000 

Vehicle Purchase 

$ - 

Total Expenditures 

$ 283,921 



$ 208 



$ 1,521 



$ 2,537 



$ 4,058 



$ 19,910 

$ 2,083 

$ - 

$ 1,667 

$ - 



$ - 

$ - 

$ 10 

$ - 

$ - 



$ 54,940 

$ - 

$ 16 

$ - 

$ - 



$ 54,940 

$ - 

$ 25 

$ - 

$ - 



$ 23,660 



$ 10 



$ 54,956 



$ 54,965 



Excess (Deficiency) of Revenues over Expenditures 

$ (281,421) 



$ 1,512 



$ (52,419) 



$ (50,907) 



Other Financing Sources/(Uses) 



Transfer In/(Out) - General Fund 

$ 19,058 

Transfer In/(Out) - Golf Course 

$ 166,149 



$ 1,588 

$ 13,846 



$ - 

$ - 



$ - 

$ - 



$ - 

$ - 



Total Other Financing Sources (Uses) 

$ 185,206 



$ 15,434 



$ - 



$ - 



$ - 



Net Change in Fund Balance 

$ (96,215) 

Fund Balance - Beginning 

$ 1,407,203 

Fund Balance - Ending 

$ 1,310,989 



$ 15,434 



$ 1,512 



$ (52,419) 



$ (50,907) 



$ 1,407,203 



$ 575,645 



$ 959,768 



$ 1,535,413 



$ 1,422,637 



$ 577,157 



$ 907,348 



$ 1,484,505 




Viera East 

Community Development District 

Capital Reserve Fund 

Capital Outlay Check Register Detail 

For The Period Ending October 31, 2025 



Check 

Date 



Fund 



Vendor 



Detail 



Amount 



10/31/25 

Total General Fund 



General 



Regions 



Bank Fee 



10 $ 

$ 10 



10/15/25 

10/31/25 

Total Golf Course 



Golf Course 

Golf Course 



Landirr 

Regions 



Cart Path Project (Hole #17) 

Bank Fee 



$ 54,940 

$ 16 

$ 54,956 



Total 



$ 54,965 




Viera East 

Community Development District 

Debt Service Fund Series 2020 

Statement of Revenues, Expenditures, and Changes in Fund Balance 

For The Period Ending October 31, 2025 



Adopted 

Budget 



Prorated Budget 

Actual 

Thru 10/31/25 

Thru 10/31/25 



Variance 



Revenues: 

 

Assessments - Tax Roll 

655,615 $ 

Interest 

$ 5,000 



$ 54,635 

$ 4 17 



$ - 

$ 1,274 



$ (54,635) 

$ 8 57 



Total Revenues 

$ 6 60,615 

Expenditures: 

Interest - 11/1 

$ 75,658 

Principal - 5/1 

$ 795,000 

Interest - 5/1 

$ 75,658 

Total Expenditures 

$ 9 46,315 



$ 55,051 



$ 1,274 



$ (53,777) 



$ - 

$ - 

$ - 



$ - 

$ - 

$ - 



$ - 

$ - 

$ - 



$ - 



$ - 



$ - 



Excess (Deficiency) of Revenues over Expenditures 

$ (285,700) 



$ 1,274 



Other Financing Sources/(Uses): 



Transfer In/(Out) 

$ - 



$ - 



$ - 



$ - 



Total Other Financing Sources/(Uses) 

$ - 

Net Change in Fund Balance 

$ (285,700) 

Fund Balance - Beginning 

$ 3 79,668 

Fund Balance - Ending 

$ 93,968 



$ - 



$ - 



$ - 



$ 1,274 



$ 3 77,424 

$ 3 78,698 



 




Viera East 

Community Development District 

Capital Projects Fund Series 2020 

Statement of Revenues, Expenditures, and Changes in Fund Balance 

For The Period Ending October 31, 2025 



Adopted 

Budget 



Prorated Budget 

Thru 10/31/25 



Actual 

Thru 10/31/25 



Variance 



Revenues 

 

Interest 

- $ 



$ - 



$ 2 21 



$ 2 21 



Total Revenues 

$ - 

Expenditures: 

Capital Outlay 

$ - 

Total Expenditures 

$ - 



$ - 



$ 221 



$ 221 



$ - 



$ - 



$ - 



$ - 



$ - 



$ - 



Excess (Deficiency) of Revenues over Expenditures 

$ - 



$ 221 



Other Financing Sources/(Uses) 



Transfer In/(Out) 

$ - 



$ - 



$ - 



$ - 



Total Other Financing Sources (Uses) 

$ - 



$ - 



$ - 



$ - 



Net Change in Fund Balance 

$ - 

Fund Balance - Beginning 

$ - 

Fund Balance - Ending 

$ - 



$ 221 



$ 51,093 



$ 51,314