Saddle Creek Preserve of Polk County Community Development District

Meeting Agenda April 22, 2025

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Saddle Creek Preserve of Polk County
Community Development District

219 East Livingston Street, Orlando, Florida 32801 Phone: 407-841-5524 – Fax: 407-839-1526

April 15, 2025

Board of Supervisors Meeting
Saddle Creek Preserve of Polk County Community Development District
Dear Board Members:

A Board of Supervisors Meeting of the Saddle Creek Preserve of Polk County Community Development District will be held Tuesday, April 22, 2025 at 2:00 PM at The Hampton Inn— Lakeland, 4420 North Socrum Loop Road, Lakeland, FL 33809.

Zoom Link: https://us06web.zoom.us/j/85458044464
Call-In Information: 1-646-876-9923
Meeting ID: 854 5804 4464

Following is the advance agenda for the meeting:

Audit Committee Meeting

Roll Call
Public Comment Period
Review of Proposals and Tally of Audit Committee Members Rankings
DiBartolomeo, McBee, Hartley & Barnes
Grau & Associates
Adjournment
Board of Supervisors Meeting

Roll Call
Public Comment Period (Public Comments will be limited to three (3) minutes each)
Organizational Matters
Review of Resumes and Letters of Interest Received for Board Appointment Consideration
Approval of Minutes of the March 25, 2025 Board of Supervisors Meeting & the March 25, 2025 Audit Committee Meeting
Acceptance of the Rankings of the Audit Committee and Authorizing Staff to Send Notice of Intent to Award
Consideration of Resolution 2025-08 Approving the Proposed Fiscal Year 2025/2026 Budget (Suggested Date: July 22, 2025) and Setting the Public Hearing on the Adoption of the Fiscal Year 2025/2026 Budget
Discussion Regarding Pool Closure on April 4-5, 2025
Discussion Regarding Landscape Maintenance Services
Staff Reports
Attorney
Engineer

Field Manager’s Report
Consideration of Landscape Proposals from Prince & Sons, Inc.
Proposal to Straighten Pine Tree
Proposal to Demo Front Monument Sign Area Plant Beds to Prep for Annuals Replanting
Proposal to Remove Blue Daze Plants from Front Monument Sign Area Plant Beds and Install Annuals
Consideration of Addendum to Add Red Loop to Landscape Maintenance Contract
Consideration of Proposals for Community Trash Pick-Up (Map Included for Reference)
Proposal to Clean One Area at a Time (as denoted on map)
Proposal to Clean All Areas at One Time (as denoted on map)
Consideration of Proposals for Dog Park Hours Signage
Proposal from GMS for Purchase and Installation
Proposal from FastSigns for Purchase and Installation
Ratification of Proposal to Pressure Wash Pool Furniture, Clean Umbrella,
Change Amenity Showerhead & Pressure Wash 3 Lift Station Fences
Consideration of Proposals for Community Message Board (to be provided under separate cover)
Option for Outside Amenity Building
Option for Standalone Structure by Mailboxes
Consideration of Proposal to Address Ant Mounds at Entrance of Community
District Manager’s Report
Approval of Check Register
Balance Sheet & Income Statement
Other Business
Supervisors Requests and Audience Comments
Adjournment

Audit Committee Meeting

Section III

Section A

Saddle Creek Preserve Community Development District

Proposer

DiBartolomeo, McBee, Hartley & Barnes, P.A. Certified Public Accountants
2222 Colonial Road, Suite 200 Fort Pierce, Florida 34950 (772) 461-8833
591 SE Port St. Lucie Boulevard Port Saint Lucie, Florida 34984 (772) 878-1952
Contact:

Jim Hartley, CPA Principal

TABLE OF CONTENTS

Letter of Transmittal Professional Qualifications
Professional Staff Resources	1-2
Current and Near Future Workload	2
Identification of Audit Team	2
Resumes	3-5
Governmental Audit Experience	6
Additional Data
Procedures for Ensuring Quality Control & Confidentiality	7
Independence	7-8
Computer Auditing Capabilities	8
Contracts of Similar Nature	9
Technical Approach
Agreement to Meet or Exceed the Performance Specifications	10
Tentative Audit Schedule	11
Description of Audit Approach	12-15
Proposed Audit Fee	16

DMHB	DIBARTOLOMEO, MCBEE, HARTLEY & BARNES, P.A.
CERTIFIED PUBLIC ACCOUNTANTS	

Saddle Creek Preserve Community Development District Audit Selection Committee

Dear Committee Members:

We are pleased to have this opportunity to present the qualifications of DiBartolomeo, McBee, Hartley & Barnes, P.A. (DMHB) to serve as Saddle Creek Preserve Community Development District’s independent auditors. The audit is a significant engagement demanding various professional resources, governmental knowledge and expertise, and, most importantly, experience serving Florida local governments. DMHB understands the services required and is committed to performing these services within the required time frame. We have the staff available to complete this engagement in a timely fashion. We audit several entities across the State making it feasible to schedule and provide services at the required locations.
Proven Track Record— Our clients know our people and the quality of our work. We have always been responsive, met deadlines, and been willing to go the extra mile with the objective of providing significant value to mitigate the cost of the audit. This proven track record of successfully working together to serve governmental clients will enhance the quality of services we provide.
Experience—DMHB has a history of providing quality professional services to an impressive list of public sector clients in Florida. We currently serve a large number of public sector entities in Florida, including cities, villages, special districts, as well as a large number of community development districts. Our firm has performed in excess of 100 community development district audits. In addition, our senior management team members have between 25 and 35 years experience in serving Florida governments. DMHB is a recognized leader in providing services to governmental and non-profit agencies within the State of Florida. Through our experience in performing audits, we have been able to increase our audit efficiency and therefore reduce cost. We have continually passed this cost saving on to our clients and will continue to do so in the future. As a result of our experience and expertise, we have developed an effective and efficient audit approach designed to meet or exceed the performance specifications in accordance with audit standards generally accepted in the United States of America, the standards applicable to financial audits contained in Government Auditing Standards, issued by the Comptroller General of the United States with minimal disruption to your operations. Our firm has frequent technical updates to keep our personnel informed and up to date on all changes that are occurring within the industry.

2222 Colonial Road, Suite 200• Fort Pierce, Florida 34950•772-461-8833 • Fax: 772-461-8872 591 S.E. Port St. Lucie Blvd., •Port St. Lucie, Florida 34984•772-878-1952•Fax: 772-878-1709
Member AICPA	Member AICPA Division for CPA Firms	Member AICPA Private Company Practice Section

WWW.DMHBCPA.NET

Timeliness – In order to meet the Districts needs, we will perform interim internal control testing by January 31st from unaudited preliminary general ledgers provided. The remaining testing will be completed no later than May 1st. We will also review all minutes and subsequent needs related to the review of the minutes by January 31st. Follow up review will be completed as necessary.

Communication and Knowledge Sharing— Another driving force behind our service approach is frequent, candid and open communication with management with no surprises. During the course of the audit, we will communicate with management on a regular basis to provide you with a status report on the audit and to discuss any issues that arise, potential management letter comments, or potential audit differences.
In the accompanying proposal, you will find additional information upon which you can evaluate DMHB’s qualifications. Our full team is in place and waiting to serve you. Please contact us at 2222 Colonial Road, Suite 200 Fort Pierce, FL 34950. Our phone number is (772) 461-8833. We look forward to further discussion on how our team can work together with you.

Very truly yours,

DiBartolomeo, McBee, Hartley & Barnes, P.A.

DiBartolomeo, McBee, Hartley & Barnes, P.A. is a local public accounting firm with offices in the cities of Fort Pierce and Port St. Lucie. The firm was formed in 1982.

Professional Staff Resources
Our services will be delivered through personnel in both our Port St. Lucie and Ft. Pierce offices, located at 591 S.E. Port St. Lucie Blvd., Port St. Lucie, FL 34984 and 2222 Colonial Road, Suite 200, Fort Pierce, Florida 34950, respectively. DMHB has a total of 19 professional staff including 9 with extensive experience serving governmental entities.

Professional Staff	Number of	
Classification	Professionals	
Partner	4	
Managers	2	
Senior	2	
Staff	11	
	19	

DiBartolomeo, McBee, Hartley & Barnes provides a variety of accounting, auditing, tax litigation support, estate planning, and consulting services. Some of the governmental, non-profit accounting, auditing and advisory services currently provided to clients include:

Annual financial and compliance audits including Single Audits of State and Federal financial assistance programs under the OMB A-133 audit criteria

Issuance of Comfort Letters, consent letters, and parity certificates in conjunction with the issuance of tax-exempt debt obligations, including compiling financial data and interim period financial statement reviews

Assisting in compiling historical financial data for first-time and subsequent submissions for the GFOA Certificate of Achievement for Excellence in Financial Reporting

1

Professional Staff Resources (Continued)

Audits of franchise fees received from outside franchisees

Preparation of annual reports to the State Department of Banking and Finance

Audits of Internal Controls – Governmental Special Project

Assistance with Implementation of current GASB pronouncements

Current and Near Future Workload
In order to better serve and provide timely and informative financial data, we have comprised an experienced audit team. Our present and future workloads will permit the proposed audit team to perform these audits within the time schedule required and meet all deadlines.

Identification of Audit Team

The team is composed of people who are experienced, professional, and creative. They fully understand your business and will provide you with reliable opinions. In addition, they will make a point to maintain ongoing dialogue with each other and management about the status of our services.
The auditing firm you select is only as good as the people who serve you. We are extremely proud of the outstanding team we have assembled for your engagement. Our team brings many years of relevant experience coupled with the technical skill, knowledge, authority, dedication, and most of all, the commitment you need to meet your government reporting obligations and the challenges that will result from the changing accounting standards.

A flow chart of the audit team and brief resumes detailing individual team members’ experience in each of the relevant areas follow.
Jim Hartley, CPA – Engagement Partner (resume attached) Will assist in the field as main contact
Jay McBee, CPA – Technical Reviewer (resume attached) Christine Kenny, CPA – Senior (resume attached)

2

Experience and Training

Jim has over 35 years of public accounting experience and would serve as the engagement partner. His experience and training include:
35 years of non-profit and governmental experience.
Specializing in serving entities ranging from Government to Associations and Special District audits.
Has performed audits and advisory services for a variety of public sector entities.
Has extensive experience performing audits of federal grant recipients in accordance with the Single Audit Act and the related Office of Management and Budget (OMB) guidelines.
Experienced in maintaining the GFOA Certificate of Achievement.
120 hours of CPE credits over the past 3 years.
Recent Engagements

Has provided audit services on governmental entities including towns, villages, cities, counties, special districts and community development districts. Jim has assisted with financial statement preparation, system implementation, and a variety of services to a wide range of non-profit and governmental entities. Jim currently provides internal audit and consulting services to governmental entities and non-profit agencies to assist in implementing and maintaining “best practice” accounting policies and procedures. Jim provides auditing services to the Fort Pierce Utilities Authority, St. Lucie County Fire District, City of Port St. Lucie, Tradition CDD #1 – 10, Southern Groves CDD #1-6, Multiple CDD audits, Town of St. Lucie Village, Town of Sewall’s Point, Town of Jupiter Island along with several other entities, including Condo and Homeowner Associations.
Education and Registrations
Bachelor of Science in Accounting – Sterling College.
Certified Public Accountant
Professional Affiliations
Member of the American Institute of Certified Public Accountants
Member of the Florida Institute of Certified Public Accountants
Member of the Florida Government Finance Officers Association
Volunteer Service
Treasurer & Executive Board - St. Lucie County Chamber of Commerce
Budget Advisory Board - St. Lucie County School District
Past Treasurer - Exchange Club for Prevention of Child Abuse & Exchange Foundation Board
Board of Directors – State Division of Juvenile Justice

Experience and Training

Jay has over 45 years of public accounting experience and would serve as the technical reviewer on the audit. His experience and training include:
45 years of government experience.
Specializing in serving local government entities.
Has performed audits and advisory services for a variety of public sector entities including counties, cities, special districts, and school districts.
Has experience performing audits of federal grant recipients in accordance with the Single Audit Act and the related Office of Management and Budget (OMB) guidelines, including Circular A-133 and the Rules of the Auditor General.
Has extensive experience in performing pension audits.
Experienced in developing and maintaining the GFOA Certificate of Achievement.
120 Hours of relevant government CPE credits over the past 3 years.
Experience in municipal bond and other governmental-financing options and offerings.
Recent Engagements
Has provided auditing services on local governmental entities including towns, villages, cities, counties, special district and community development districts. Jay has assisted with financial preparation, system implementation, and a variety of government services to a wide range of governmental entities. Jay currently provides auditing services to the City of Port St. Lucie, City of Okeechobee Pension Trust Funds, St. Lucie County Fire District Pension funds, along with several other non-profit and governmental entities.

Education and Registrations
Bachelor of Science in Accounting and Quantitative Business Management – West Virginia University.
Certified Public Accountant
Professional Affiliations
Member of the American Institute of Certified Public Accountants
Member of the Florida Institute of Certified Public Accountants
Member of the Florida Government Finance Officers Association
Volunteer Service
Member of the St. Lucie County Citizens Budget Committee
Finance committee for the First United Methodist Church
Treasurer of Boys & Girls Club of St. Lucie County

Christine M. Kenny, CPA
Senior Staff – DiBartolomeo, McBee, Hartley & Barnes
Experience and training
Christine has over 18 years of public accounting experience and would serve as a senior staff for the Constitutional Officers. Her experience and training include:

18 years of manager and audit experience.
Has performed audits and advisory services for a variety of public sector entities including counties, cities, towns and special districts.
Has experience performing audits of federal grant recipients in accordance with the Single Audit Act and the related Office of Management and Budget (OMB) guidelines, including
Circular A-133 and the Rules of the Auditor General.
100 hours of relevant government CPE credits over the past 3 years.

Recent Engagements

Has provided audit services on governmental entities including towns, villages, cities and special districts. Christine has assisted with financial statement preparation, system implementation, and a variety of services to a wide range of non-profit and governmental entities. Christine currently provides services to multiple agencies to assist in implementing and maintaining “best practice” accounting policies and procedures.
Engagements include St. Lucie County Fire District, City of Fort Pierce, Town of Sewall’s Point, and Town of St. Lucie Village.

Education and Registrations

Bachelor of Science in Accounting – Florida State University
Professional Affiliations
Active Member of the Florida Institute of Certified Public Accountants
Active Member of the American Institute of Certified Public Accountants
Member of the Florida Government Finance Officers Association

PROFESSIONAL QUALIFICATIONS (CONTINUED)

Governmental Audit Experience
DiBartolomeo, McBee, Hartley & Barnes, P.A., through its principals and members, has provided continuous in-depth professional accounting, auditing, and consulting services to local government units, nonprofit organizations, and commercial clients. Our professionals have developed considerable expertise in performing governmental audits and single audits and in preparing governmental financial statements in conformance with continually evolving GASB pronouncements, statements, and interpretations. All of the public sector entities we serve annually are required to be in accordance with GASB pronouncements and government auditing standards. We currently perform several Federal and State single audits in compliance with OMB Circular A- 133 and under the Florida Single Audit Act. Our professionals are also experienced in assisting their clients with preparing Comprehensive Annual Financial Reports (GFOA).
All work performed by our firm is closely supervised by experienced certified public accountants. Only our most seasoned CPA’s perform consulting services. Some of the professional accounting, auditing, and management consulting services currently provided to our local governmental clients include:

Annual financial and compliance audits including Single Audits of State and Federal financial assistance programs under OMB A-133 audit criteria and the Florida Single Audit Act
Assisting in compiling historical financial data for first-time and supplemental submissions for GFOA Certificate of Achievement of Excellence in Financial Reporting
Audits of franchise fees received from outside franchisees
Assistance with Implementation of GASB-34
Internal audit functions
Fixed assets review and updating cost/depreciation allocations and methods

ADDITIONAL DATA

Procedures for Ensuring Quality Control & Confidentiality

Quality control in any CPA firm can never be taken for granted. It requires a continuing commitment to professional excellence. DiBartolomeo, McBee, Hartley & Barnes is formally dedicated to that commitment.

In an effort to continue to maintain the standards of working excellence required by our firm, DiBartolomeo, McBee, Hartley & Barnes, P.A. joined the Quality Review Program of the American Institute of Certified Public Accountants. To be a participating member firm, a firm must obtain an independent compliance review of its quality control policies and procedures to ascertain the firm’s compliance with existing auditing standards on the applicable engagements. The scope of peer review is comprehensive in that it specifically reviews the following quality control policies and procedures of the participating firm:

Professional, economic, and administrative independence
Assignment of professional personnel to engagements
Consultation on technical matters
Supervision of engagement personnel
Hiring and employment of personnel
Professional development
Advancement
Acceptance and continuance of clients
Inspection and review system

Independence

Independence is a hallmark of our profession. We encourage our staff to use professional judgment in situations where our independence could be impaired or the perception of a conflict of interest might exist. In the governmental sector, public perception is as important as professional standards. Therefore, independent auditors must exercise utmost care in the performance of their duties.

Our firm has provided continuous certified public accounting services in the government sector for 31 years, and we are independent of the Community Development Districts as defined by the following rules, regulations, and standards:

ADDITIONAL DATA (CONTINUED)

Independence (Continued)

Au Section 220 – Statements on Auditing Standards issued by the American Institute of Certified Public Accountants
ET Sections 101 and 102 – Code of Professional Conduct of the American Institute of Certified Public Accountants
Chapter 21A-21, Florida Administrative Code
Section 473.315, Florida Statutes
Government Auditing Standards, issued by the Comptroller General of the United States

Computer Auditing Capabilities

DiBartolomeo, McBee, Hartley & Barnes’ strong computer capabilities as demonstrated by our progressive approach to computer auditing and extensive use of microcomputers. Jay McBee is the MIS partner for DMHB. Jay has extensive experience in auditing and evaluating various computer systems and would provide these services in this engagement.

We view the computer operation as an integral part of its accounting systems. We would evaluate the computer control environment to:

Understand the computer control environment’s effect on internal controls
Conclude on whether aspects of the environment require special audit attention
Make preliminary determination of comments for inclusion in our management letter

This evaluation includes:

System hardware and software
Organization and administration
Access

Contracts of Similar Nature within References

Client	
Years	Annual Audit In Accordance With GAAS	
Engagement Partner	Incl. Utility Audit/ Consulting	
GFOA
Cert.	GASB 34
Implementation & Assistance	
Total Hours	
St. Lucie County Fire District Karen Russell, Clerk-Treasurer (772)462-2300	1984 -
Current	
√	
Jim Hartley			
√	
250-300	
City of Fort Pierce
Johnna Morris, Finance Director (772)-460-2200	2005-
current	
√	
Mark Barnes		
√	
√	
800	
Fort Pierce Utilities Authority Nina Hurtubise, Finance Director (772)-466-1600	2005-
current	
√	
Jim Hartley	
√	
√	
√	
600	
Town of St. Lucie Village
Diane Robertson, Town Clerk (772) 595-0663	
1999 –
current	
√	
Jim Hartley			
√	
100	
City of Okeechobee Pension Trust Funds
Marita Rice, Supervisor of Finance (863)763-9460	
1998 –
current	
√	
Jay McBee				
60	
St. Lucie County Fire District 175 Pension Trust Fund
Chris Bushman , Captain (772) 462-2300	1990 –
current	
√	
Jay McBee				
60	
Tradition Community Development District 1-10
Alan Mishlove,District Finance Manager
(407)382-3256	
2002 -
current	

√	

Jim Hartley			

√	

350	
Legends Bay Community Development District Patricia Comings-Thibault
(321)263-0132	2013-
current	
√	
Jim Hartley				
50	
Union Park Community Development District Patricia Comings-Thibault
(321)263-0132	2013-
current	
√	
Jim Hartley				50	
Deer Island Community Development District Patricia Comings-Thibault (321)263-0132	2013-
current	
√	
Jim Hartley				
50	
Park Creek Community Development District Patricia Comings-Thibault (321)263-0132	2013-
current	

√	

Jim Hartley				

50	
Waterleaf Community Development District Patricia Comings-Thibault (321)263-0132	2013-
current	
√	
Jim Hartley				
50	

TECHNICAL APPROACH
An Express Agreement to Meet or Exceed the Performance Specifications.
The audit will be conducted in compliance with the following requirements:

Rules of the Auditor General for form and content of governmental audits
Regulations of the State Department of Banking and Finance
Audits of State and Local Governmental Units-American Institute of Certified Public Accountants.
The audit report shall contain the opinion of the auditor in reference to all financial statements, and an opinion reflecting compliance with applicable legal provisions.
We will also provide the required copies of the audit report, the management letter, any related reports on internal control weaknesses and one copy of the adjusting journal entries and financial work papers.
The auditor shall, at no additional charge, make all related work papers available to any Federal or State agency upon request in accordance with Federal and State Laws and Regulations.
We will work in cooperation with the District, its underwriters and bond council in regard to any bond issues that may occur during the term of the contract.
The financial statements shall be prepared in conformity with Governmental Accounting Standards Board Statement Number 34, 63 and 65.

We will commit to issuing the audit for each Fiscal year by June 1st of the following year. In order to ensure this we will perform interim internal control testing as required by January 31st from unaudited preliminary general ledgers provided. The remaining testing will be completed no later than May 1st. We will also review all minutes and subsequent needs related to the review of the minutes by January 30th. Follow up review will be completed as necessary.

b. A Tentative Schedule for Performing the Key phases of the Audit

Audit Phase and Tasks

Planning Phase:
Meetings and discussions with Saddle Creek Preserve Community Development District personnel regarding operating, accounting and reporting matters
Discuss management expectations, strategies and objectives
Review operations Develop engagement plan
Study and evaluate internal controls Conduct preliminary analytical review
Detailed Audit Phase:
Conduct final risk assessment Finalize audit approach plan
Perform	substantive	tests	of	account
balances
Perform	single	audit	procedures	(if applicable)
Perform statutory compliance testing
Closing Phase:
Review subsequent events, contingencies and commitments
Complete	audit	work	and	obtain management representations
Review proposed audit adjustments with client
Reporting Phase:
Review or assist in preparation of financial statement for Saddle Creek Preserve Community Development District
Prepare management letter and other special reports
Exit	conference	with	Saddle	Creek Preserve	Community		Development District officials and management Delivery of final reports

Oct.

Nov.

Dec.

Jan.

Feb.

Mar.

Apr.

SPECIFIC AUDIT APPROACH
Our partners are not strangers who show up for an entrance conference and an exit conference. We have developed an audit plan that allows the partners to directly supervise our staff in the field. By assigning two partners to the audit, we will have a partner on-site for a significant portion of the fieldwork. This also gives the District an additional contact individual for questions or problems that may arise during the audit.

The scope of our services will include a financial, as well as, a compliance audit of the District’s financial statements. Our audit will be conducted in accordance with auditing standards generally accepted in the United States and the standards applicable to financial audits contained in Government Auditing Standards, issued by the Comptroller General of the United States. Additionally, our audit will be conducted in accordance with the provisions of Chapter 10.550, Rules of the Auditor General, which govern the conduct of local government entity audits performed in the State of Florida.

Our audit approach places emphasis on the accounting information system and how the data is recorded, rather than solely on the verification of numbers on a financial statement. This approach enables us to:

Maximize our understanding of the District’s operating environment
Minimize time required conducting the audit since we start with broad considerations and narrow to specific audit objectives in critical areas
Our audit approach consists of four phases encompassing our audit process:

Planning Phase
Detailed Audit Phase
Closing Phase
Reporting

Planning Phase
Meetings and Expectations:
Our first step in this phase will be to set up a planning meeting with the financial and operating management of Saddle Creek Preserve Community Development District. Our goal here is to eliminate “surprises.” By meeting with responsible officials early on we can discuss significant accounting policies, closing procedures and timetables, planned timing of our audit procedures and expectations of our work. This will also be the starting point for our discussions with management related to SAS No. 99-Consideration of Fraud in a Financial Statement Audit. Inquiries will be made regarding managements knowledge of fraud and on management’s views regarding the risk of fraud.

Review Operations and Develop Engagement Plan
It is critical that we understand the District’s operating environment. To do this we will obtain and review such items as, organizational charts, recent financial statements, budget information, major contracts and lease agreements. We will also gather other information necessary to increase our understanding of the District’s operations, organization, and internal control.

Study and Evaluate Internal Control
As part of general planning, we will obtain an understanding and assessment of the District’s control environment. This assessment involves a review of management’s operating style, written internal control procedures, and the District’s accounting system. The assessment is necessary to determine if we can rely on control procedures and thus reduce the extent of substantive testing.

We then test compliance with established control procedures by ascertaining that the significant strengths within the system are functioning as described to us. Generally, transactions are selected and reviewed in sufficient detail to permit us to formulate conclusions regarding compliance with control procedures and the extent of operation compliance with pertinent laws and regulations. This involves gaining an understanding of the District’s procedures, laws and regulations, and testing systems for compliance by examining contracts, invoices, bid procedures, and other documents. After testing controls, we then evaluate the results of those tests and decide whether we can rely on controls and thus reduce other audit procedures.

Conduct Preliminary Analytical Review
Also during the planning stage, we undertake analytical procedures that aid us in focusing our energies in the right direction. We call these analytical reviews.
A properly designed analytical review can be a very effective audit procedure in audits of governmental units. Analytical reviews consist of more than just a comparison of current-year actual results to prior-year actual results. Very effective analytical review techniques include trend analysis covering a number of years and comparisons of information not maintained totally within the financial accounting system, such as per capita information, prevailing market interest rates, housing statistics, etc.

Some examples of effective analytical reviews performed together and/or individually include:

Comparison of current-year actual results with current-year budget for the current and past years with investigation of significant differences and/or trends
Trend analysis of the percentage of current-year revenues to current-year rates for the current and previous years with investigation of significant changes in the collection percentage
Trend analysis of the percentage of expenditures by function for the current and previous years with investigation of significant changes in percentages by department
Monthly analysis of receipts compared to prior years to detect trends that may have audit implications
Conclusions reached enable us to determine the nature, timing and extent of other substantive procedures.

Detailed Audit Phase

Conduct Final Risk Assessment and Prepare Audit Programs
Risk assessment requires evaluating the likelihood of errors occurring that could have a material affect on the financial statements being audited. The conclusions we reach are based on many evaluations of internal control, systems, accounts, and transactions that occur throughout the audit. After evaluating the results of our tests of control and our final risk assessment we can develop detailed audit programs.
Perform Substantive Tests of Account Balances
These tests are designed to provide reasonable assurance as to the validity of the information produced by the accounting system. Substantive tests involve such things as examining invoices supporting payments, confirmation of balances with independent parties, analytical review procedures, and physical inspection of assets. All significant accounts will be subjected to substantive procedures. Substantive tests provide direct evidence of the completeness, accuracy, and validity of data.

Perform Single Audit Procedures (if applicable)
During the planning phase of the audit we will request and review schedules of expenditures of federal awards and state financial assistance. These schedules will be the basis for our determination of the specific programs we will test.
In documenting our understanding of the internal control system for the financial statement audit, we will identify control activities that impact major federal and state programs as well. This will allow us to test certain controls for the financial audit and the single audit concurrently. We will then perform additional tests of controls for each federal and state program selected for testing. We will then evaluate the results of the test of controls to determine the nature, timing and extent of substantive testing necessary to determine compliance with major program requirements.

Perform Statutory Compliance Testing
We have developed audit programs for Saddle Creek Preserve Community Development District designed to test Florida Statutes as required by the Auditor General. These programs include test procedures such as general inquiries, confirmation from third parties, and examination of specific documents.

Closing Phase

During the closing phase we perform detail work paper reviews, request legal letters, review subsequent events and proposed audit adjustments. Communication with the client is critical in this phase to ensure that the information necessary to prepare financial statements in conformity with accounting principles generally accepted in the United States has been obtained.

Reporting Phase
Financial Statement Preparation
As a local firm, we spend a considerable amount of time on financial statement preparation and support. With this in mind, we can assist in certain portions of the preparation of financial statements or simply review a draft of financials prepared by your staff. We let you determine our level of involvement.

Management Letters
We want to help you solve problems before they become major.
Our management letters go beyond citing possible deficiencies in the District’s internal control structures. They identify opportunities for increasing revenues, decreasing costs, improving management information, protecting assets and improving operational efficiency.
The diversity of experience of our personnel and their independent and objective viewpoints make the comments, observations, and conclusions presented in our management letters a valuable source of information. We have provided positive solution-oriented objective recommendations to our governmental clients regarding investments, accounting accuracy, data processing, revenue bonds, payroll, utility billing, purchasing, budgeting, risk management, and internal auditing.
This review ensures the integrity of the factual data in the management letter but does not influence or impair our independence.

Exit Conferences and Delivery of Reports
We anticipate meeting with appropriate District personnel in February and issuing the final required reports by the May meeting of each year.

PROPOSED AUDIT FEE

DiBartolomeo, McBee, Hartley & Barnes P.A. will perform the annual audit of Saddle Creek Preserve Community Development District as follows:

September 2025	$ 4,800	
September 2026	$ 5,000	
September 2027	$ 5,300	
September 2028	$ 5,600	
September 2029	$5,800	

In years of new debt issuance fees may be adjusted as mutually agreed upon.

Section B

Proposal to Provide Financial Auditing Services:
SADDLE CREEK PRESERVE OF POLK COUNTY
COMMUNITY DEVELOPMENT DISTRICT

Proposal Due: April 14, 2025 5:00PM

Submitted to:
Saddle Creek Preserve of Polk County Community Development District c/o District Manager
219 East Livingston Street Orlando, Florida 32801

Submitted by:
Antonio J. Grau, Partner Grau & Associates
1001 Yamato Road, Suite 301 Boca Raton, Florida 33431 Tel	(561) 994-9299
(800) 229-4728
Fax	(561) 994-5823
tgrau@graucpa.com www.graucpa.com

Table of Contents	Page
EXECUTIVE SUMMARY / TRANSMITTAL LETTER	1
FIRM QUALIFICATIONS	3
FIRM & STAFF EXPERIENCE	6
REFERENCES	11
SPECIFIC AUDIT APPROACH	13
COST OF SERVICES	17
SUPPLEMENTAL INFORMATION	19

April 14, 2025

Saddle Creek Preserve of Polk County Community Development District c/o District Manager
219 East Livingston Street Orlando, Florida 32801

Re:	Request for Proposal for Professional Auditing Services for the fiscal year ended September 30, 2025, with an option for four (4) additional annual renewals.

Grau & Associates (Grau) welcomes the opportunity to respond to the Saddle Creek Preserve of Polk County Community Development District’s (the “District”) Request for Proposal (RFP), and we look forward to working with you on your audit. We are an energetic and robust team of knowledgeable professionals and are a recognized leader of providing services to Community Development Districts. As one of Florida’s few firms to primarily focus on government, we are especially equipped to provide you an effective and efficient audit.

Government audits are at the core of our practice: 95% of our work is performing audits for local governments and of that 98% are for special districts. With our significant experience, we are able to increase efficiency, to provide immediate and continued savings, and to minimize disturbances to your operations.

Why Grau & Associates:

Knowledgeable Audit Team
Grau is proud that the personnel we assign to your audit are some of the most seasoned auditors in the field. Our staff performs governmental engagements year-round. When not working on your audit, your team is refining their audit approach for next year’s audit. Our engagement partners have decades of experience and take a hands-on approach to our assignments, which all ensures a smoother process for you.

Servicing your Individual Needs
Our clients enjoy personalized service designed to satisfy their unique needs and requirements. Throughout the process of our audit, you will find that we welcome working with you to resolve any issues as swiftly and easily as possible. In addition, due to Grau’s very low turnover rate for our industry, you also won’t have to worry about retraining your auditors from year to year.

Developing Relationships
We strive to foster mutually beneficial relationships with our clients. We stay in touch year-round, updating, collaborating, and assisting you in implementing new legislation, rules and standards that affect your organization. We are also available as a sounding board and assist with technical questions.

Maintaining an Impeccable Reputation
We have never been involved in any litigation, proceeding or received any disciplinary action. Additionally, we have never been charged with, or convicted of, a public entity crime of any sort. We are financially stable and have never been involved in any bankruptcy proceedings.

Complying With Standards
Our audit will follow the Auditing Standards of the AICPA, Generally Accepted Government Auditing Standards, issued by the Comptroller General of the United States, and the Rules of the Auditor General of the State of Florida, and any other applicable federal, state and local regulations. We will deliver our reports in accordance with your requirements.

This proposal is a firm and irrevocable offer for 90 days. We certify this proposal is made without previous understanding, agreement or connection either with any previous firms or corporations offering a proposal for the same items. We also certify our proposal is in all respects fair, without outside control, collusion, fraud, or otherwise illegal action, and was prepared in good faith. Only the person(s), company or parties interested in the project as principals are named in the proposal. Grau has no existing or potential conflicts and anticipates no conflicts during the engagement. Our Federal I.D. number is 20-2067322.

We would be happy to answer any questions or to provide any additional information. We are genuinely excited about the prospect of serving you and establishing a long-term relationship. Please do not hesitate to call or email either of our Partners, Antonio J. Grau, CPA (tgrau@graucpa.com) or David Caplivski, CPA (dcaplivski@graucpa.com) at 561.994.9299. We thank you for considering our firm’s qualifications and experience.

Very truly yours, Grau & Associates
Antonio J. Grau

Firm Qualifications

Grau’s Focus and Experience

Our Team

3
Partners

11
Professional Staff

2
Administrative Professionals

9/15
Employees are CPAS

Year founded

Services Provided

Properly registered and licensed professional corporation by the state of FLORIDA

We are proud Members of the American Institute of Certified Public Accountants
&

9
Professional Groups

the Florida Institute of Certified Public Accountants

See next page for report and certificate

⇒ External quality review program:
consistently receives a pass
⇒ Internal: ongoing monitoring to
maintain quality

AICPA | FICPA | GFOA | FASD | FGFOA

Firm & Staff Experience

GRAU AND ASSOCIATES COMMUNITY
DEVELOPMENT DISTRICT EXPERIENCE BY MANAGEMENT COMPANY

OTHER
19

PFM
12

WRATHELL
30

GMS
78

INFRAMARK
38

SDS
60

RIZZETTA
47

MERITUS
23

Profile Briefs:
Antonio J GRAU, CPA (Partner)
Years Performing Audits: 35+
CPE (last 2 years): Government Accounting, Auditing: 24 hours; Accounting, Auditing and Other: 56 hours
Professional Memberships: AICPA, FICPA, FGFOA, GFOA

David Caplivski, CPA (Partner)
Years Performing Audits: 13+
CPE (last 2 years): Government Accounting, Auditing: 24 hours; Accounting, Auditing and Other: 64 hours
Professional Memberships: AICPA, FICPA, FGFOA, FASD

“Here at Grau & Associates, staying up to date with the current technological landscape is one of our top priorities. Not only does it provide a more positive experience for our clients, but it also allows us to perform a more effective and efficient audit. With the every changing technology available and utilized by our clients, we are constantly innovating our audit process.”
-	Tony Grau
“Quality audits and exceptional client service are at the heart of every decision we make. Our clients trust us to deliver a quality audit, adhering to high standards and assisting them with improvements for their organization.”
- David Caplivski

The assigned personnel will work closely with the partner and the District to ensure that the financial statements and all other reports are prepared in accordance with professional standards and firm policy.
Responsibilities will include planning the audit; communicating with the client and the partners the progress of the audit; and
determining that financial statements and all reports issued by the firm are accurate, complete and are prepared in accordance with professional standards and firm policy.

YOUR ENGAGEMENT TEAM

Grau’s client-specific engagement team is meticulously organized in order to meet the unique needs of each client. Constant communication within our solution team allows for continuity of staff and audit team. The Certified Information Technology Professional (CITP) Partner will bring a unique blend of IT expertise and understanding of accounting principles to the financial statement audit of the District.

Engagement
Partner

CITP Partner

Your
Successful Audit

Audit
Manager

Audit Senior

The Engagement Partner will participate extensively during the various stages of the engagement and has direct responsibility for engagement policy, direction, supervision, quality control, security, confidentiality of information of the engagement and communication with client personnel. The engagement partner will also be involved directing the development of the overall audit approach and plan; performing an overriding review of work papers and ascertain client satisfaction.

Antonio ‘Tony ‘ J. Grau, CPA
Partner
Contact: tgrau@graucpa.com | (561) 939-6672
Experience
For over 30 years, Tony has been providing audit, accounting and consulting services to the firm’s governmental, non-profit, employee benefit, overhead and arbitrage clients. He provides guidance to clients regarding complex accounting issues, internal controls and operations.
As a member of the Government Finance Officers Association Special Review Committee, Tony participated in the review process for awarding the GFOA Certificate of Achievement in Financial Reporting. Tony was also the review team leader for the Quality Review of the Office of Management Audits of School Board of Miami-Dade County. Tony received the AICPA advanced level certificate for governmental single audits.

Education
University of South Florida (1983) Bachelor of Arts
Business Administration

Clients Served (partial list)

(>300) Various Special Districts, including:		
Bayside Improvement Community Development District Dunes Community Development District
Fishhawk Community Development District (I,II,IV) Grand Bay at Doral Community Development District Heritage Harbor North Community Development District	St. Lucie West Services District
Ave Maria Stewardship Community District Rivers Edge II Community Development District Bartram Park Community Development District
Bay Laurel Center Community Development District	
Boca Raton Airport Authority Greater Naples Fire Rescue District
Key Largo Wastewater Treatment District Lake Worth Drainage District
South Indian River Water Control		

Professional Associations/Memberships
American Institute of Certified Public Accountants Florida Government Finance Officers Association Florida Institute of Certified Public Accountants  Government Finance Officers Association Member City of Boca Raton Financial Advisory Board Member

Professional Education (over the last two years)
Course	Hours
Government Accounting and Auditing	24
Accounting, Auditing and Other	56
Total Hours	80 (includes of 4 hours of Ethics CPE)

David Caplivski, CPA/CITP, Partner
Contact : dcaplivski@graucpa.com / 561-939-6676
Experience
Grau & Associates	Partner	2021-Present	
Grau & Associates	Manager	2014-2020	
Grau & Associates	Senior Auditor	2013-2014	
Grau & Associates	Staff Auditor	2010-2013	

Education
Florida Atlantic University (2009) Master of Accounting
Nova Southeastern University (2002) Bachelor of Science
Environmental Studies

Certifications and Certificates
Certified Public Accountant (2011)
AICPA Certified Information Technology Professional (2018) AICPA Accreditation COSO Internal Control Certificate (2022)

Clients Served (partial list)
(>300) Various Special Districts	Hispanic Human Resource Council	
Aid to Victims of Domestic Abuse	Loxahatchee Groves Water Control District	
Boca Raton Airport Authority	Old Plantation Water Control District	
Broward Education Foundation	Pinetree Water Control District	
CareerSource Brevard	San Carlos Park Fire & Rescue Retirement Plan	
CareerSource Central Florida 403 (b) Plan	South Indian River Water Control District	
City of Lauderhill GERS	South Trail Fire Protection & Rescue District	
City of Parkland Police Pension Fund	Town of Haverhill	
City of Sunrise GERS	Town of Hypoluxo	
Coquina Water Control District	Town of Hillsboro Beach	
Central County Water Control District	Town of Lantana	
City of Miami (program specific audits)	Town of Lauderdale By-The–Sea Volunteer Fire Pension	
City of West Park	Town of Pembroke Park	
Coquina Water Control District	Village of Wellington	
East Central Regional Wastewater Treatment Facl.	Village of Golf	
East Naples Fire Control & Rescue District		

Professional Education (over the last two years)
Course	Hours
Government Accounting and Auditing	24
Accounting, Auditing and Other	64
Total Hours	88 (includes 4 hours of Ethics CPE)
Professional Associations
Member, American Institute of Certified Public Accountants Member, Florida Institute of Certified Public Accountants Member, Florida Government Finance Officers Association Member, Florida Association of Special Districts

References

We have included three references of government engagements that require compliance with laws and regulations, follow fund accounting, and have financing requirements, which we believe are similar to the District.

 Dunes Community Development District		
Scope of Work	Financial audit	
Engagement Partner	Antonio J. Grau	
Dates	Annually since 1998	
Client Contact	Darrin Mossing, Finance Director 475 W. Town Place, Suite 114
St. Augustine, Florida 32092
                    904-940-5850		

 Two Creeks Community Development District		
Scope of Work	Financial audit	
Engagement Partner	Antonio J. Grau	
Dates	Annually since 2007	
Client Contact	William Rizzetta, President 3434 Colwell Avenue, Suite 200
Tampa, Florida 33614
                  813-933-5571		

 Journey’s End Community Development District		
Scope of Work	Financial audit	
Engagement Partner	Antonio J. Grau	
Dates	Annually since 2004	
Client Contact	Todd Wodraska, Vice President 2501 A Burns Road
Palm Beach Gardens, Florida 33410
                  561-630-4922		

Specific Audit Approach

AUDIT APPROACH
Grau’s Understanding of Work Product / Scope of Services:
We recognize the District is an important entity and we are confident our firm is eminently qualified to meet the challenges of this engagement and deliver quality audit services. You would be a valued client of our firm and we pledge to commit all firm resources to provide the level and quality of services (as described below) which not only meet the requirements set forth in the RFP but will exceed those expectations. Grau & Associates fully understands the scope of professional services and work products requested. Our audit will follow the Auditing Standards of the AICPA, Generally Accepted Government Auditing Standards, issued by the Comptroller General of the United States, and the Rules of the Auditor General of the State of Florida and any other applicable Federal, State of Local regulations. We will deliver our reports in accordance with your requirements.

Proposed segmentation of the engagement
Our approach to the audit engagement is a risk-based approach which integrates the best of traditional auditing techniques and a total systems concept to enable the team to conduct a more efficient and effective audit. The audit will be conducted in three phases, which are as follows:

PHASE I:
Preliminary Planning

PHASE II:
Execution of the Audit Plan

PHASE III:
Completion and Delivery

Phase I - Preliminary Planning
A thorough understanding of your organization, service objectives and operating environment is essential for the development of an audit plan and for an efficient, cost-effective audit. During this phase, we will meet with appropriate personnel to obtain and document our understanding of your operations and service objectives and, at the same time, give you the opportunity to express your expectations with respect to the services that we will provide. Our work effort will be coordinated so that there will be minimal disruption to your staff.

During this phase we will perform the following activities:
» Review the regulatory, statutory and compliance requirements. This will include a review of applicable federal and state statutes, resolutions, bond documents, contracts, and other agreements;
» Read minutes of meetings;
» Review major sources of information such as budgets, organization charts, procedures, manuals, financial systems, and management information systems;
» Obtain an understanding of fraud detection and prevention systems;
» Obtain and document an understanding of internal control, including knowledge about the design of relevant policies, procedures, and records, and whether they have been placed in operation;
» Assess risk and determine what controls we are to rely upon and what tests we are going to perform and perform test of controls;
» Develop audit programs to incorporate the consideration of financial statement assertions, specific audit objectives, and appropriate audit procedures to achieve the specified objectives;
» Discuss and resolve any accounting, auditing and reporting matters which have been identified.

Phase II – Execution of Audit Plan
The audit team will complete a major portion of transaction testing and audit requirements during this phase. The procedures performed during this period will enable us to identify any matter that may impact the completion of our work or require the attention of management. Tasks to be performed in Phase II include, but are not limited to the following:
» Apply analytical procedures to further assist in the determination of the nature, timing, and extent of auditing procedures used to obtain evidential matter for specific account balances or classes of transactions;
» Perform tests of account balances and transactions through sampling, vouching, confirmation and other analytical procedures; and
»  Perform tests of compliance.
Phase III - Completion and Delivery

In this phase of the audit, we will complete the tasks related to year-end balances and financial reporting. All reports will be reviewed with management before issuance, and the partners will be available to meet and discuss our report and address any questions. Tasks to be performed in Phase III include, but are not limited to the following:

» Perform final analytical procedures;
»  Review information and make inquiries for subsequent events; and
» Meeting with Management to discuss preparation of draft financial statements and any potential findings or recommendations.

You should expect more from your accounting firm than a signature in your annual financial report. Our concept of truly responsive professional service emphasizes taking an active interest in the issues of concern to our clients and serving as an effective resource in dealing with those issues. In following this approach, we not only audit financial information with hindsight but also consider the foresight you apply in managing operations.

Application of this approach in developing our management letter is particularly important given the increasing financial pressures and public scrutiny facing today’s public officials. We will prepare the management letter at the completion of our final procedures.

In preparing this management letter, we will initially review any draft comments or recommendations with management. In addition, we will take necessary steps to ensure that matters are communicated to those charged with governance.

In addition to communicating any recommendations, we will also communicate the following, if any:

» Significant audit adjustments;
» Significant deficiencies or material weaknesses;
» Disagreements with management; and
»  Difficulties encountered in performing the audit.

Is the recommendation cost effective?

Is the recommendation the simplest to effectuate in order to correct a problem?

Is the recommendation at the heart of the problem and not just correcting a symptomatic matter?

Is the corrective action taking into account why the deficiency occurred?

Our findings will contain a statement of condition describing the situation and the area that needs strengthening, what should be corrected and why. Our suggestions will withstand the basic tests of corrective action:

To assure full agreement with facts and circumstances, we will fully discuss each item with Management prior to the final exit conference. This policy means there will be no “surprises” in the management letter and fosters a professional, cooperative atmosphere.

Communications
We emphasize a continuous, year-round dialogue between the District and our management team. We regularly communicate through personal telephone calls and electronic mail throughout the audit and on a regular basis.

Our clients have the ability to transmit information to us on our secure client portal with the ability to assign different staff with separate log on and viewing capability. This further facilitates efficiency as all assigned users receive electronic mail notification as soon as new information has been posted into the portal.

Cost of Services

Our proposed all-inclusive fees for the financial audit for the fiscal years ended September 30, 2025-2029 are as follows:

  Year Ended September 30,			Fee		
2025	$4,600	
2026	$4,700	
2027	$4,800	
2028	$4,900	
2029	$5,000	
TOTAL (2025-2029)	$24,000	

The above fees are based on the assumption that the District maintains its current level of operations. Should conditions change or Bonds are issued the fees would be adjusted accordingly upon approval from all parties concerned.

Supplemental Information

 	Governmental Audit	Single Audit	Utility Audit	
Current Client	
Year End	
Boca Raton Airport Authority					9/30	
Captain's Key Dependent District					9/30	
Central Broward Water Control District					9/30	
Collier Mosquito Control District					9/30	
Coquina Water Control District					9/30	
East Central Regional Wastewater Treatment Facility					9/30	
Florida Green Finance Authority					9/30	
Greater Boca Raton Beach and Park District					9/30	
Greater Naples Fire Control and Rescue District					9/30	
Green Corridor P.A.C.E. District					9/30	
Hobe-St. Lucie Conservancy District					9/30	
Indian River Farms Water Control District					9/30	
Indian River Mosquito Control District					9/30	
Indian Trail Improvement District					9/30	
Key Largo Wastewater Treatment District					9/30	
Lake Asbury Municipal Service Benefit District					9/30	
Lake Padgett Estates Independent District					9/30	
Lake Worth Drainage District					9/30	
Lealman Special Fire Control District					9/30	
Loxahatchee Groves Water Control District					9/30	
Old Plantation Water Control District					9/30	
Pal Mar Water Control District					9/30	
Pinellas Park Water Management District					9/30	
Pine Tree Water Control District (Broward)					9/30	
Pinetree Water Control District (Wellington)					9/30	
Port of The Islands Community Improvement District					9/30	
Ranger Drainage District					9/30	
Renaissance Improvement District					9/30	
San Carlos Park Fire Protection and Rescue Service District					9/30	
Sanibel Fire and Rescue District					9/30	
South Central Regional Wastewater Treatment and Disposal Board					9/30	
South Indian River Water Control District					9/30	
South Trail Fire Protection & Rescue District					9/30	
Spring Lake Improvement District					9/30	
St. Lucie West Services District					9/30	
Sunrise Lakes Phase IV Recreation District					9/30	
Sunshine Water Control District					9/30	
Sunny Hills Units 12-15 Dependent District					9/30	
West Villages Improvement District					9/30	
Various Community Development Districts (452)					9/30	
TOTAL	491	5	4	484		

CONSULTING / MANAGEMENT ADVISORY SERVICES
Grau & Associates also provide a broad range of other management consulting services. Our expertise has been consistently utilized by Governmental and Non-Profit entities throughout Florida. Examples of engagements performed are as follows:

Accounting systems
Development of budgets
Organizational structures
Financing alternatives
IT Auditing	Fixed asset records
Cost reimbursement
Indirect cost allocation
Grant administration and compliance	

ARBITRAGE

The federal government has imposed complex rules to restrict the use of tax-exempt financing. Their principal purpose is to eliminate any significant arbitrage incentives in a tax-exempt issue. We have determined the applicability of these requirements and performed the rebate calculations for more than 150 bond issues, including both fixed and variable rate bonds.

73

Current Arbitrage Calculations

We look forward to providing Saddle Creek Preserve of Polk County Community Development District with our resources and experience to accomplish not only those minimum requirements set forth in your Request for Proposal, but to exceed those expectations!

For even more information on Grau & Associates please visit us on www.graucpa.com.

Saddle Creek Preserve of Polk County CDD Auditor Selection	
	Ability of Personnel (20 pts)	Proposer's Experience (20 pts)	Understading of Scope of Work (20 pts)	Ability to Furnish the Required Services (20 pts)	

Price (20 pts)	Total Points Earned	
Ranking
(1 being highest)	
					2025- $4,800			
					2026- $5,000			
					2027- $5,300			
DiBartolomeo, McBee,					2028- $5,600			
Hartley & Barnes					2029- $5,800			
					2025- $4,600			
					2026- $4,700			
					2027- $4,800			
					2028- $4,900			
Grau & Associates					2029- $5,000			

Board of Supervisors Meeting

Section III

Section A

Veronica L. Thomas
Home: 407.620.5549	Cell: 407.205.7283	Email: msvlthomas@gmail.com

Career History
Substitute Teacher, Kelly Services

Cafeteria Aide/Aftercare Teacher, Discovery Education

Department Secretary/Executive Director, American Legion Auxiliary
Coordinate and plan state conventions Facilities Management
Produce internal financial accounting reports for management Management and coordination of volunteers

South School Administrator, Orlando Ballet Coordinate class schedules, studio rentals and staffing. Facilities Management
Setup and mange student tuition accounts
Produce internal financial accounting reports for management

Independent Booking and Consulting
Full-Cycle Bookkeeping
State and Federal Tax preparation and filing Customization and development of financial reports Processing payroll for state and federal compliance Bank reconciliations
Travel coordination

Aesthetician, La Vie Wellness Spa
Professional Skin care Services for skin health and maintenance. Body wrapping for system detoxification and weight loss.

Michael Page International
Bookkeeper/Accountant for American Geriatric Society
Accounts payable Vendor File Maintenance Bank reconciliations
Accounting Consultant for Heineken of the Americas
Full Cycle Bookkeeping Assisting in data migration Work flow patterning

Accounting Supervisor, SuperShuttle International
Prepare and review billing statements for third party travel vouchers Oversee and supervise daily cash office operations and staff Prepare weekly, monthly and quarterly closings for receipts
Established and maintained communication with subcontractors and vendors Prepare bank deposits and coordinated weekly collections

Boutique Manager, Harriet’s Alter Ego Monthly sales /budget forecasting and reporting Full cycle accounts payable /accounts receivable Quarterly Sales and use tax preparation and filing Financial reporting
Payroll processing for state and federal compliance Event planning organizing

Senior Accountant Florida State University Process/oversee Accounts payable/receivable for department Research and correct reconciliation problems campus wide
Internal auditing for accounts including fund levels of the state treasury and expenditure reimbursement program Budget reconciliations and financial reports
Grant administration and reporting Train and supervise accounting clerks

Education
South Florida Community College
Associate of Arts Major Accounting

Florida State University
Major Finance/Entrepreneurship and Small Business Management

Military Service

United States Marines Corps

Miguel Morrobel
+1 (570) 401-0491 | Lakeland, FL | m_morrobel@hotmail.com
EDUCATION
Pontificia Universidad Católica Madre y Maestra	Santiago, D.R.
Bachelor in Business Administration & Hospitality Management	June 2011
 PROFESSIONAL EXPERIENCE	
Rooms To Go	Lakeland, Florida
Operations Manager	May 2024 - Current
Managed Inventory operations, overseeing a team of 6 salaried managers, 8 supervisors, and 150+ associates.
Successfully worked directly with all departments to ensure teams have clear expectations of daily tasks.
Fostered a positive and inclusive work environment promoting teamwork and motivation.
Led strong safety protocols to ensure OSHA regulations are met in multiple Distribution Centers.
Managed Rooms to Go community outreach, contributing to local charities and programs.
Amazon	Lakeland, Florida
Manager III, Operations	May 2021 – May 2024
Led inbound operations, overseeing a team of 6 salaried managers, 8 shift leads, and 300+ associates.
Successfully implemented the Zappos safety shoe rollout, achieving a top 5 building performance.
Facilitated the onboarding of 15 new managers, including the current site manager.
Spearheaded and conducted comprehensive safety, operational, and network training sessions for the fulfillment center, ensuring adherence to industry standards and company protocols.
Led the Latinos at Amazon affinity group, fostering community and cultural sharing
Established and managed Amazon Career Skill classes, contributing to the development of over 100 associates.
Manager II, Operations	November 2019 – May 2021
Led quality operations for the facility, encompassing 50 associates and 9 shift-leads spread over a 24/7 operation
Instituted supplementary training for associates to close the knowledge gap on product recovery, increasing the damaged product recovery rate by 6% with a monthly savings of $30k
Identified root causes and implemented standard work coaching to decrease inventory defect rate by 44% YOY
Evaluated sitewide standard operating procedures, partnered with operations stakeholders to identify gaps and create strategic solutions to bring building up to benchmark standards.
Created and executed development plans, leading to the promotion of 7 associates and 3 shift leads.
Manager I, Operations	January 2018 – November 2019
Managed a shift of 60 associates over two facility areas and increased the shift’s productivity, quality, and safety KPIs from 3rd to 1st highest compared to all inbound shifts by proactively developing talent and optimizing workflow
Improved employee satisfaction by 26% through employee engagement, professional development, and recognition.
Analyzed facility freight forecasts and prepared labor plans for shift operations that optimized staffing levels for efficiency while still meeting volume commitments
Shift Lead, Inbound Dock	May 2016 – January 2018
Drove workflow and daily throughput goals for one shift on the inbound receive dock with a team of 20 associates
Identify and address safety hazards and engage team members on safety initiatives
Support dock manager through, labor allocation, associate coaching, escalations, and team development

Amazon	Hazleton, Pennsylvania
Warehouse Associate	July 2013 - September 2014
Inspected and received incoming items from outside vendors into warehouse inventory.
Craig/is ltd	Jacksonville, Florida
Subrogation Supervisor	June 2011 - August 2013
Supervised a team of 15 analysts, processed reports, conducted audits, and addressed client escalations
SKILLS/CERTIFICATIONS	Fluent in Spanish, English and conversational French, VBA, Autocad, Microsoft Office Suite, iOS, Android.
INTERESTS	Cooking, traveling, volunteer work and photography.

Miguel Reyes 1952 Red Loop
Lakeland FL, 33801 3/18/2025
CDD Board of Supervisors Saddle Creek
Subject: Letter of Intent - CDD Board of Supervisors
Dear Members of the CDD Board of Supervisors,
I am writing to express my sincere interest in serving as a member of the Saddle Creek Board of Supervisors. As a resident of Saddle Creek Community, I am committed to contributing to the continued well-being and prosperity of our district.
I believe my professional background and personal qualities align well with the responsibilities of a CDD board member. Throughout my career, I have consistently demonstrated a strong sense of responsibility and a proven ability to lead ePectively. In my current role as a Corporate Support Engineer for a Global Cybersecurity Firm, Watchguard Technologies, I am tasked with resolving complex technical issues and providing critical support to clients worldwide. This experience has honed my problem- solving skills and my ability to make sound, informed decisions under pressure.
Furthermore, my previous experience in management has equipped me with the skills necessary to navigate the complexities of community governance. I am a straightforward communicator and believe in transparent and open dialogue. I am committed to approaching all matters with impartiality, ensuring that decisions are made in the best interests of the entire community.
I understand the importance of ﬁscal responsibility, infrastructure maintenance, and community planning within a CDD. I am eager to contribute my skills and dedication to ensuring that our district remains a desirable and well-managed place to live. I am prepared to dedicate the necessary time and ePort to thoroughly understand the issues facing our CDD and to work collaboratively with fellow board members and residents to ﬁnd ePective solutions.
Thank you for considering my application. Sincerely
Miguel A. Reyes

TAMALA D. SMITH
(269) 254-2707
tamalasmith43@gmail.com

VETERAN’S PREFERENCE: N/A FEDERAL CIVILIAN STATUS: N/A COUNTRY OF CITIZENSHIP: U.S.A.

I have 20 plus years of experience and dedicated service to the field of Case Management and Social Work, and current experience working as Long Term Care Coordinator. I am eager to use my skills and training acquired through my education, current/previous professional positions, and internship experience.

SKILL HIGHLIGHTS
Effective written and verbal skills	Strong attention to detail
Fast Learner	Strong work ethic
Great in team or individual work situations	Strong Investigative skilled techniques Experience in Microsoft Office	 Power Point, Excel and Word
Ability to maintain confidentiality	HIPPA Compliance
Efficient and dedicated professional	Ability to multi-task multiple cases Strong critical thinking skills	Ability to empathize/empower clients

EDUCATION

Registered Behavior Technician, January 2019 – April 2019 Florida Institute of Technology, Melbourne, Florida
Masters of Social Work, June 2012-Completion April 2015 Western Michigan University, Kalamazoo, Michigan
Graduate Certificate Specialized in Drugs and Alcohol, December 2012 Western Michigan University, Kalamazoo, Michigan
Master of Arts in Family Life Education, August 2003 Western Michigan University, Kalamazoo, Michigan
Bachelor of Arts, Criminal Justice, April 1999 Western Michigan University, Kalamazoo, Michigan
Associates Degree, Social Work, December 1997 Kalamazoo Valley Community College, Oshtemo, Michigan

Medical Training: Vital signs, Bandaging, Venipuncture, phlebotomist, Patient Charting, Medical Terminology and TB testing.

Course Work: Medial Administrative Procedures, Medical Terminology, Systems Approach, Pharmacology, Medical Clinical Procedure, Medical Insurance, and Legal Aspects of Medical Practice.
Michigan Department of Human Services- Child Welfare Training Institute: Sexual Abuse, Medical Findings, Domestic Violence, Substance Abuse and Mental Health.

CERTIFICATIONS
GIFT OF LIFE MICHIGAN: ORGAN AND TISSUE DONATION FOUNDATION NOTARY PUBLIC (STATE OF FLORIDA)
BASIC LIFE SUPPORT TRAINING (RED CROSS)

ADVANCED TRAINING
Department of Human Services
Children Protective Service: Sexual Abuse, Medical Finding, Domestic Violence, Children’s Trauma Assessment, Child Forensic Interviewing, Child Protection Law, Policy and Procedure, Substance Abuse.
Employee Volunteer Service (Kids Connect Community Mentorship program)
WORK EXPERIENCE

Case Manager	July 2024 - Present
Lakeland Regional Health Lakeland, FL
Supervisor: Geraldine Mckinnon 40 Hours/week
Responsibilities Include:
Interview clients to assess their needs and develop appropriate service plans. Develop community linkages and coordinate the clinical application of community services.
Provide admission and discharge planning services. Provide care management and coordination services.
Develop and maintain relationships with other service providers and community organizations. Monitor and evaluate client progress and adjust service plans accordingly.
Assist clients in accessing and coordinating needed services, including housing, employment, education, healthcare, and financial assistance.
Document client progress and maintain accurate records.

Social Service Specialist	May 2024 – July 2024 Winter Haven Hospital
Winter Haven, FL Supervisor: Gigi Mcqueary 16 Hours/week
Responsibilities Include:
Interview clients to assess their needs and develop appropriate service plans.
Develop and maintain relationships with other service providers and community organizations. Monitor and evaluate client progress and adjust service plans accordingly.
Assist clients in accessing and coordinating needed services, including housing, employment, education, healthcare, and financial assistance.
Provide counseling and support to clients and their families. Document client progress and maintain accurate records.
Provide admission and discharge planning services. Provide care management and coordination services.

Long Term Care Coordinator I (Remote)	September 2017 – April 2024 Centene Corporation
Tampa, FL
Supervisor: Carmen Guerrero 40 Hours/week

Responsibilities Include:
Complete assessments with members, caregivers, or providers to obtain information regarding client status, support system, and need for services for care plan development.
Monitor delivery of services and follow-up with members, caregivers, or providers through in person visits and telephonic contact.
Authorize and coordinate referral for services.
Ensure provider services are delivered without gaps and identify functional deficiencies in plans of care.
Assist in coordinating the development of informal or voluntary services to integrate into the member care plan.
Collaborate with discharge planners, physicians, and other parties to ensure appropriate discharge plan, care plan, and coordination of acute care and long-term care services.
Assist member with filing and resolving complaints and appeals.

Inpatient Med/Surg Social Worker	March 2016 - September 2017 Bay Pines VAMC
Bay Pines, FL
Supervisor: Meghan Booth 40 Hours/week
Responsibilities Include:
Conduct psychosocial assessments and make psychosocial diagnoses.
Conduct mental health assessments and make DSM-IV diagnoses, depending on assignment.
Develop psychosocial treatment plans with attention to age specific needs/concerns. Provide psychosocial interventions for individuals, groups and families.
Utilize standardized instruments in the assessment of mental health conditions. Provide marital and family counseling.
Develop information and referral resources and services.
Develop community linkages and coordinate the clinical application of community services.
Provide admission and discharge planning services. Provide care management and coordination services. Document in computerized medical record.
Provide patient advocacy services.
Provide psychosocial crisis intervention services. Provide patient and family education services.
Screen for substance abuse, tobacco use, depression and PTSD and, depending on assignment, provide treatment services.
Provide and, where appropriate, refer patients, families and significant others for counseling in health maintenance and disease prevention.
Promote patient independence and achievement of optimal health through appropriate psychosocial education and community referrals.
Serve as clinical field instructors for social work graduate students enrolled in CSWE- accredited education programs as part of the VHA Associated Health Trainee Program. Participate fully in Social Work educational development through staff and section Meetings.
Assume responsibility for professional development by attending relevant training and regularly reviewing the literature to improve clinical competencies.
Responsible for contributing to the development of the treatment plan and setting achievable treatment goals with the Veteran and Family members/caregiver.

HUD/VASH Case Manager	July 2015 – March 2016 Bay Pines VAMC
Bay Pines, FL Supervisor: Sharon Miller 40 Hours/week

Responsibilities Include:
Performs site visits to HUD-VASH apartments to ensure that Veterans reside in safe environments in compliance with local housing codes.

Process referrals and admissions to the HUD-VASH Program, ensuring that homeless Veterans are considered as primary participants for program acceptance.
Provide evaluation for outpatient and apply evidence-based intervention strategies to a full range of patient problem in an out-patient mental health clinic setting.
Provide case management services where indicated.
Provide direct patient care and consultation services of difficult or complex cases. Interact and work with clinicians from other disciplines as a member of a multi-disciplinary treatment team.
Determine patients need for evaluation, diagnostic procedures, individual and group cycle therapy for implementation of treatment modalities as directed by social work supervisor. Knowledge of CPRS database to retrieve medical information/data entry of case notes and referral consults.
Knowledge of community resources for accessibility via needed services in delivery of care for veterans and caregivers.
Perform specific clinical assessment and treatments that include group, or family psychotherapy.
Crisis intervention, advocacy, coordination of linkage to other VA or community service providers and agencies as needed.
Prepare written assessments, making appropriate referrals to community or other professional resources.
Establish and maintain effective therapeutic relationships with veterans and/or their families. Participate in the substance use interdisciplinary treatment team and in the development of comprehensive individual treatment plan.
Serves as a consultant to other staff in locating appropriate services and accessing these and assists Veterans and Families as requested by other staff.

Children Foster Care, Manager	June 2011- July 2015 Department of Human Services
Kalamazoo, Michigan Supervisor: Eleanor Marquis 40 Hours/week

Responsibilities Include:
Provide oversight and assistance to team managers in performing analyses and evaluations of foster care program operations.
Provide direct selection, orientation, coaching and mentoring of 5 foster care workers. Ability to perform and promote interdepartmental integration and collaboration with Children Protective Services and Family Court to enhance the continuity of care for all children and families for which Department of Human Services provides care.
Ability to work with diverse population with varying social economic status, disability, sexual orientation, race and ethnicity or religious preferences.
Ability to handle conflict and problems in dealing with children and families in crisis constructively and appropriately in the foster care system.
Advance skill in using judgment to interpret and adapt guidelines to apply to specific situations. Audit, process and track foster care payments; clothing allowances and process documents.
Measure progress and effectiveness of operational goals using reports to track case accuracy and discrepancies.

Serve as a liaison for initial contact between CPS staff, law enforcement officials, judicial officials, legal resources, medical professionals, and other community resources; along with a triage of contacts.
Manage and evaluate team members in the performance of various case management activities; related to investigating allegations of abuse and/or neglect of children and those who provide supervision of child foster care placement.
Knowledge of home health management and program analysis of technical rules, regulations, guidelines, and precedents for foster care managers.
Assign all new CPS and Foster Care cases and review cases to ensure compliance with agency policies, procedures, children’s placement agency rules and federal laws.
Monitor compliance with time and attendance expectations and follow progressive discipline guidelines when indicated.
Identified and recommended ways to provide children’s service training to staff and implement new CPS and Foster Care Programs and Policies.
Facilitated organizational surveys for clergy related activities, Department Wellness Initiative, and a community Lift-Up Literacy afterschool program.
Knowledge of the Foster Care implementation of various services, contracting, tools, and methods.

Adult Protective Services Specialist,	February 2011-June 2011 Department of Human Services
Kalamazoo, Michigan Supervisor: Pam Kirkland 40 Hours/week

Responsibilities Included:
Ability to work with diverse group of individuals on a daily basis. Acts as an information and problem solving resource for clients. Monitor home health aide providers.
Ability to work with diverse population with varying social economic status, disability, sexual orientation, race and ethnicity or religious preferences.
Measure progress and effectiveness of operational goals using reports to track case accuracy and discrepancies.
Contact home health providers to identify services to meet client's needs.
Testify at court hearings and proceedings. Maintain regular contact with attorneys, therapists, and court officials.
Keep current and accurate client records, case files, record notes and medical records. Performed work related task as assigned cooperatively.
Compile required documentation for case management tasks. Participate in team decision making meetings.
Respond to routine client calls and inquiries; document issues and responses.
Assist clients in completing applications and required documents to apply for financial assistance and home health aide services.
Investigate Adult Protective Services referrals and implement services to alleviate barriers.

Foster Care Specialist,	March 2009- February 2011 Department of Human Services
Kalamazoo, Michigan Supervisor: Sarah Mc Cree 40 Hours/week

Responsibilities Included:
Audit, process and track foster care payments; clothing allowance and process document. Ability to handle problems and deviations in accordance with instructions, policies, and previous training with the Child Welfare Training Institute.
Measure progress and effectiveness of operational goals using reports to track case accuracy and discrepancies.
Provide casework services to dependent, neglected, abused, and delinquent children and youths; children with disabilities; socially and economically disadvantaged.
Determines the appropriate method and course of action and implements service, treatment, and learning plans.
Visits abused or neglected wards in their homes, foster homes, or residential placements. Provide direct counseling services to clients.
Ability to work with diverse population with social economic status, disability, race, and ethnicity. Ability to handle conflict and problems in dealing with families and children in crisis constructively and appropriately within the foster care system.
Interprets behavioral problems for parents and other caregivers and otherwise assists them in providing appropriate care to children.
Serves as liaison between the department and community groups in developing programs, interpreting rules and regulations, and coordinating programs and services.
Evaluates applications for family and group, day care, home registration and licensing purposes; regulates child care in approved homes through periodic reviews.
Write and maintain social case histories, case summaries, case records and related reports, and prepare correspondence.
Keep current and accurate client records, case files, record notes and medical records. Prepares legal documents, forms, and petitions.
Testifies in court on progress and services rendered to children and families. Transports clients to court hearings, clinic appointments, and placement homes.

Child Protective Service Specialist,	July 2006 – March 2009 Department of Human Services
Kalamazoo, Michigan Supervisor: Rose Solis 40 Hours/week

Responsibilities Included:
Provide casework services to dependent, neglected, abused, and delinquent children and youths; children with disabilities; socially and economically disadvantaged.
Ability to work with diverse population with social economic status, disability, race, and ethnicity. Ability to handle conflict and problems in dealing with abused and neglected children in crisis constructively and appropriately.
Ability to handle problems and deviations in accordance with instructions, policies, and previous

training with the Child Welfare Training Institute.
Investigates, assesses, and follows up on complaints of abuse or neglect.
Determines the appropriate method and course of action to implements service, treatment, and learning plans.
Visit abused or neglected children in their homes, foster homes, or residential placements. Provide direct counseling services to children and families.
Interpret behavioral problems for parents, caregivers and assist them in providing appropriate care to children.
Serves as liaison between the department and community groups in developing programs, interpreting rules and regulations, and coordinating programs and services.
Evaluates applications for families and groups, day care services, home registration and licensing purposes; order child care for approved homes through periodic reviews.
Measure progress and effectiveness of operational goals using reports to track case accuracy and discrepancies.
Write and maintain social case histories, case summaries, case records and related reports, and prepare correspondence.
Keep current and accurate client records, case files, record notes and medical records. Prepare legal documents, forms, and petitions.
Testify in court on progress and services rendered to children and families. Transport clients to court hearings, clinic appointments, and placement homes.

Family Independence Specialist,	June 2000 – June 2006 Department of Human Services
Kalamazoo, Michigan Supervisor: Joyce Oliver 40 Hours/week

Responsibilities Included:
Develop plans and determine resource to address applicants and recipient’s problems in housing, transportation, child care, training, counseling, and other areas that are barriers to employment.
Assist clients in completing applications and required documents to apply for financial assistance.
Ability to work with diverse population with varying social economic status, disability, sexual orientation, race and ethnicity or religious preferences.
Ability to handle conflict and problems in dealing with families and children in financial crisis constructively and appropriately.
Serve as liaison between department and community groups in developing service programs, interpreting rules and regulations, coordinating programs and services.
Write and maintain social case histories, case summaries, case records and related reports, and prepare correspondence.
Measure progress and effectiveness of operational goals using reports to track case accuracy and discrepancies.
Interview applicants and recipients to obtain information necessary to make eligibility determinations, conduct initial intake and case review interviews.
Determine eligibility for temporary financial assistance and develop plans to assist applicants and recipients in becoming self-sufficient.

References: Available upon request

 Lachelle Webster	

“Providing my best is not merely a belief; it's an action taken every minute.”- Lachelle Webster
EDUCATION
Bachelor of Science: Human Resources Development 3.5 G.P.A.
Indiana State University Terre Haute, Indiana
Coursework included four years of leadership and development courses, continuous performance improvement, training-development programming, organization development, and modern-day career coaching.

AREAS OF EXCELLENCE
Team Management ♦ Communication ♦ Adaptability • Organizational Development • Effective Planning • Budgeting • Collaboration • Client Relations & Retention ♦ Customer Service • Public Relations • Product Management ♦ Conflict Resolution • Planning • Vision • Teamwork ♦ Team Leadership • Problem
Solving • Dependability • Integrity ♦ Operational Efficiency ♦ Empathy • Creativity ♦ Needs Assessment

EXPERIENCE
Community Association Manager
Arbor Glen	□2019-2024
Supervised employee training and development.
Implemented a resident retention program.
Created initiatives for community engagement.
Established security standards to ensure safety compliance.
Developed new residence welcome programs.
Ensured compliance with all regulatory requirements and performed regular property inspections.
Ensured a focus on customer service.
Developed modules for managing finances and budgets.

Chi T. Trinh
4322 Trotters Way Lakeland FL 33801
(863) 226-7506
ctdougie@gmail.com

Skills
Retired military background in Human Resource Management and Occupational Health and Safety Management.

Experience
JUNE 2011 - JUNE 2019
United States Air Force - Occupational Safety
Acquisitions Management and Integration Center, Langley Air Force Base Virginia - Safety Manager
Wing Safety, Patrick Air Force Base Florida - Superintendent Wing, Safety Wing Safety, Incirlik Air Base Turkey - Non-Commissioned Officer, Wing Safety Wing Safety, McGuire Air Force Base New Jersey - Wing Safety Specialist
Responsible for implementing aspects of the Safety Plan
Conduct safety assessments and complete safety analysis/reports to ensure compliance
Train new employees on Occupational Safety
Investigate and report incidents

JUNE 1997 - MAY 2011
United States Air Force - Human Resource Management
Military Personnel Flight, McGuire Air Force Base New Jersey - Non-Commissioned Officer, Customer Service Section
Military Personnel Flight, Mildenhall Air Base England - Non-Commissioned Officer, Retentions Rescue Squadron, Kadena Air Base Japan - Non-Commissioned Officer, Customer Service Section Military Personnel Flight, Osan Air Base Korea - Customer Service Specialist
Military Personnel Flight, Travis Air Force Base California - Customer Service Specialist
Managed and trained employees
Assisted customers with updating their personnel records and answering their inquiries
Assisted the Commander in managing commander directed programs

MARCH 1993 - APRIL 1997
Enterprise Bank, Wichita Kansas - Customer Service Representative/Bank Teller
Maintain customer database and update periodically

Helping customers resolve financial issues

Opening and closing banking accounts

2

Account management

Assisted customers in depositing and cashing checks or cash
Made bank deposits for businesses
Ensuring cash drawer is balanced daily

Education
SEPTEMBER 1999 - May 2004
Community College Air Force, Human Resource Management
SEPTEMBER 2011 - May 2014
Community College Air Force, Occupational Health and Safety Management

Awards and Certifications
Professional Management Certificate

Occupational Health and Safety Administration Certificates

VICKIE L. DAVIS, CPP, CPPM
TEL: 609.510.9427

vldavis2010@gmail.com | www.linkedin.com/in/vickielynettedavis
Strategic Sourcing and Procurement Lead (Sr. Director)
Lab & Manufacturing | Biopharmaceutical
Procurement leader with experience in sourcing excellence, contracting, negotiation, category management, supplier management, div ersity and small business development, policies and procedures implementation and adoption. Lead major initiatives including People Soft, SAP, P2P, Supplier Relationship Management and shared services implementations.
Technical Skills
Experienced in SAP, JD Edwards, Visio, Microsoft Office Suite, MRO, MAS200, MS Teams, Salesforce.com, Ariba, Scout
Experience History
Bill and Melinda Gates Medical Research Institute, Cambridge, MA February 2021 – Present (CW TO Permanent Feb 2023) Strategic Sourcing and Procurement Leader – Lab Services
Lead and conduct all strategic sourcing activities associated with Laboratory Services including BioAssay and Biomarker services, Toxi cology, Specialty Lab Services, Clinical Central Labs Operations and Translational Discovery. Activities that include but are not limited t o the development of Standard Operating Procedures, Governance and KPIs for the Lab Service area.
Provided relationship management for internal and external customers, including business partners and external suppliers.
Work collaboratively with business owners and other stakeholders to: Understand business needs and drive expectations regarding strategic sourcing.
Manage the Vendor Selection Process including Request for Proposals (RFPs), bid defenses, and vendor selection to start
Conduct contracting processes, in accordance with Gates MRI procurement guidance and related policies. Ensure appropriate documentation of competitive bidding and exceptions is created and maintained to support Quality Audits and other record keeping requirements.
Support Contracting process as liaison between business owners and vendors to facilitate efficient communication of business requirements and resolution of negotiated terms.
Conduct market analysis, option development, and collaborative sourcing events with active coordination and participation from key leadership stakeholders; develop recommendations and gain leadership consensus.
Build and manage vendor relationships to ensure highest level of performance against objectives within budget and KPI’s. Establish and maintain routine business reviews with business owners and vendors to ensure excellent communications throughout the term of the relationship. Establish and report vendor KPIs, maintain Preferred Vendor List, provide
recommendations for adjustments to vendor contracts / strategies. Support change order business review and approval processes.
Ensure smooth and efficient transfer of required data from contract execution to work order generation
Support training for procurement and strategic sourcing activities.
Collaborate closely with Finance, Legal and other stakeholders to drive compliance and excellent business outcomes.
Other activities and ad hoc requests as directed by Head of Strategic Sourcing & Procurement.

SSI People, Inc. on assignment for Amgen,. Tampa, FL	September 2020 – February 2021 Sourcing Excellence Manager,
Provided relationship management for internal and external customers, including business partners and external suppliers.
Creating and negotiated, and executed MSAs, MLAs, SOWs, and CDAs.
Lead and implement contract negotiations and execution with both new and existing suppliers
Support ongoing contract management (incl. renewing and renegotiating existing and expiring contracts)
Creating sourcing Projects (RFIs, RFPs) using Ariba, MS Office and other tools.
Supporting strategic sourcing in Research and Development including but not limited to Lab Consumables, Clinical Laboratory Support, Contract Research Services and Central Lab Services.
Support supplier analysis and market intelligence activities
Manage Request for Proposal and Quotation processes (eRFX)
Ensure sourcing tactics drive value in specific functional business environments, including legal & regulatory context
Implement supplier improvement programs within key supplier relationships
Implements new procedures and processes to drive desired results
Delivering Value for Customers
Understands business goals and customer needs in order to implement opportunities while providing training and guidance on Sou rcing Excellence policies, procedures and best practices
Partners with colleagues in Strategic Sourcing, Legal, Finance and all other Business Areas as appropriate
Supports / Manages delivery and validation of savings for Category Managers
Anticipates and prevents potential problems through root cause analysis

Bristol-Myers Squibb. Tampa, FL	August 2017 – April 2020
Senior Sourcing Associate, February 2018 – April 2020
Provided relationship management for internal and external customers, including business partners and external suppliers.
Created, negotiated, and executed MSAs, ITSAs, SLAs, SaaS agreements, SOWs, and CDAs.
Created subsequent structured information analysis using SAP, Ariba, MS Office and other tools.
Managed strategic sourcing in Corporate Services including but not limited to HR Service, IT Service, Marketing, R & D, Translations and Library and Subscriptions.
Identified diverse and small business suppliers for the development for BMS’ Diversity target program.
Met and exceeded targeted spend goals for diversity annually for Translations category.
Managed supplier contract relations for Microsoft Windows 10 upgrades and all supplier’s software as it related upgrading to run on a Windows 10 platform. As well as other contracts relations included Salesforce.com and SAP upgrades.
Category Lead for the following categories: Translations, Library and Subscriptions.
Provided strategy development and execution.
Utilization of appropriate preferred providers.
Compliant vs. Non-compliant spend.
Ran complex RFPs to create and develop a preferred supplier network.
Ensured purchasing practices were followed and considered opportunities for further negotiation with suppliers.
Collaborated with internal business partners, Finance, Legal, Procurement and Management to develop contractual negotiation strategies.
Buyer, (Contractor - Artech Consulting), August 2017 – February 2018
Manage Strategic sourcing in the HEOR category with the following sub-categories (Value Communications, Enhanced Modelling, Com parative Effectiveness Research).
Approved all spend transactions after appropriate review, assessment, and follow up (excluding those that are low risk and have already been pre-sourced).
Created, negotiated, and executed MSAs, NINCRAs, SLAs, DLAs SOWs, and CDAs.
Ensured utilization of appropriate preferred providers and Master Service Agreements.
Ensured purchasing practices were followed and considered opportunities for further negotiation with suppliers.
Collaborated with internal business partners, Finance, Legal, Purchasing and Management to develop strategies.
Johnson and Johnson. Horsham, PA	December 2016 – June 2017 Sr. Sourcing Manager, Contractor (placed through Rangam Consulting)
Created subsequent structured information analysis using SAP, Salesforce.com, Ariba, MS Office and other tools.
Evaluated potential suppliers and service providers through meetings and utilization of Dunn and Bradstreet investigations.
Managed Strategic sourcing in the following categories (HR Services, IT Services, CTO Services, Professional Education and Field force Labor services).
Approved all spend transactions after appropriate review, assessment, and follow up (excluding those that are low risk and have already been pre-sourced).
Developed Request for Proposals, Request for Quotes and Request for Information.
Ensured good purchasing practices are followed and considered opportunities for further negotiation with suppliers.
Assessed and validated Fair Market Value calculations for accuracy.
Identified Diverse suppliers for the development of J&J’s Diversity target programs.
Collaborated with business partners, Finance, Legal, Purchasing and Management to develop contractual strategies.
Merck, Sharp and Dohme, Corp. Whitehouse Station, NJ	August 2015 – November 2016 Sr. Sourcing Analyst, Contractor (placed through The Fountain Group)
Evaluated potential suppliers and service providers through meetings and utilization of Dunn and Bradstreet investigations.
Managed Strategic sourcing in the following categories (QP2, SALAR, Discovery Chemistry, DPS InVivo, DPS InVitro, Biologics Discovery, BioProcess and genetics).
Managed requests for spend above and below ($10M).
Approved all spend transactions after appropriate review, assessment, and follow up (excluding those that are low risk and have already been pre-sourced).
Ensured utilization of appropriate preferred providers and Master Service Agreements.
Developed Request for Proposals, Request for Quotes and Request for Information.
Identified diverse and small business suppliers for the development of Merck’s Diversity target program.
Collaborated with internal business partners, Finance, Legal, Purchasing and Management to develop contractual strategies and agreements in a timely manner.

Princeton University, Princeton, NJ	August 2013 – April 2015
Procurement and Supplier Management Consultant (placed through Robert Half Management Resources) Played a critical role in the creation and implementation of Supplier Management Services (SMS).
Helped to develop the relationship between SMS and the Princeton University Campus.
Liaison between campus and suppliers in relation to onboarding new and updating old suppliers.
Worked with business units to develop and nurture small and diverse business relationships.
Collaborated to develop the standard operating procedures for Supplier Management Services.
Spear head the WUFOO campaign to update and onboard supplier pre-implementation of the new finance system (PeopleSoft 9.2).
Contacted for Bank of America’s e-payables campaign, worked with suppliers to better understand the campaign.
Processed BOA’s rebate for campus distribution.
OTG Management, Inc., Philadelphia, PA	February 2013 – March 2013 Financial Inventory Analyst, Consultant (placed through Robert Half)
Oversaw inventory review of financial related documents to reconcile $38M project expenditure
Provided relationship development between OTG Mgmt. and Recall Document Services
Data entry of records related to unidentified financial documents.
Identified and submitted to OTG Management documents related to $38M Capital Expense.
Communicated research results daily to the Director of Finance.
AWMA, Inc., Philadelphia, PA	October 2012 – January 2013
Procurement Manager, Consultant (placed through Experis Manpower Group) Daily international procurement transactions.
Managed relationship development between suppliers.
Study industry trends, cost drivers, global pricing, lead-times, IT technology and manufacturing capability of the company’s suppliers and market suppliers that meet the company’s expectations and objectives.
Helped develop solutions for supplier utilization.
Calculated and created reorder points.
Created Price, Cost Analysis and Reorder Reports.
Developed Monthly Sales Analysis Reports by Item number Reports.
Designed the Standard Operating Procedures for developing Price, Cost Analysis Reports and Reorder Reports.

Johnson and Johnson, Fort Washington, PA	December 2011 – February 2012 Sourcing Manager, Consultant (placed through US Tech Solutions)
Provided relationship management for internal and external customers, including promotional agencies and management of CDAs outli ning legal relationships between business units and creative agencies, lines of business included in store marketing programs, event sa mpling, digital coupon development strategy, and coupon data and analysis sourcing.
Supported cost management efforts by evaluating industry trends, cost drivers, global pricing, lead-times, and technological capabilities of suppliers; recommended suppliers that met company expectations and objectives.
Managed sweepstakes projects submitted thru SAP, facilitated Arriba purchase order approvals, and set up RFPs for business units. Sourced suppliers for raw materials and GMP services, and facilitated for possible clinical trial locations
Collaborated on development of procurement solutions for scope of work orders submitted by end users
Evaluated potential suppliers and service providers through meetings and utilization of Dunn and Bradstreet investigations
Approved all spend transactions after appropriate review, assessment, and follow up (excluding those that are low risk and have alr eady been pre-sourced)
Ensured utilization of appropriate preferred providers and Master Service Agreements and take corrective as necessary
Collaborated with internal customers, Finance, Legal, Purchasing and Management to develop contractual agreements in a timely m anner
MediMedia USA, Yardley, PA	August 2010 to January 2011
Purchasing Manager (Consultant), IT Sourcing
Responsible for all IT purchasing transactions for MediMedia USA nationwide.
Collaborated in developing solutions for supplier utilization and IT spend (hardware and software)
Developed and maintained procurement services procedures for purchasing and return policies that supported business objectives (SAP and Arriba}
Helped develop setup and pricing for IT e-procurement as part of the project management team Created Price, Cost Analysis and Reorder Reports.
Established RFPs for service proposals and IT projects.
Participated on various management policy and procedure teams.
Assigned daily installation assignments to team members
Managed logistics of day-to-day IT deliveries
Participated in the logistics and inter-state relocations of several major service sites

Lexicon Pharmaceuticals, Princeton, New Jersey	August 2004 to May 2008
Purchasing Manager
Developed company-wide program that directed procurement and vendor selection policy and guidelines, contract policies and procedures which lead to more efficient contract management procedures.
Responsible for chemical, lab supply, IT and direct purchasing transactions.
Collaborated with project leads to create and establish RFP/RFB for services and products.
Sourced suppliers for raw materials and GMP services, and facilitated for possible clinical trial locations
Oversaw the receiving process of chemical services inventory department.
Evaluated potential suppliers and service providers through meetings and utilization of Dunn and Bradstreet investigations
Approved all spend transactions after appropriate review, assessment, and follow up (excluding those that are low risk and have alr eady been pre-sourced)
Ensured utilization of appropriate preferred providers and Master Service Agreements and take corrective as necessary
Collaborated with internal customers, Finance, Legal, Purchasing and Management to develop contractual agreements in a timely m anner.
Managed requests for spend above and below given threshold (500K)
Ensured good purchasing practices are followed and considered opportunities for further negotiation with suppliers.
Assessed and validated Fair Market Value calculations for accuracy.
Ensured that contractual terms and conditions as well as supporting transaction documents were correct and in line with business requirements and adhered to SOPs.
Managed and expedites final contract preparation with Legal and supplier including negotiations with suppliers.
Approved contracts and ensures they are fully executed in a timely manner both internally and externally
Managed the process to change scope of existing agreements and related orders.
Accountable for triage and resolution of issues with internal customers, acts as a liaison for escalations to maintain a high-level of cu stomer satisfaction.
Drove, monitored and proactively followed up on the approval of contracts and/or orders through the appropriate system/approval flo ws to assure they meet customer timing requirements.
Provided subject matter expertise and guidance for procure to pay process and suite of tools ensuring high customer satisfaction.
Determined need for additional contractual provisions based on client’s -specific Compliance requirements (e.g. Covered Persons)
Critical member of various ‘Click to Procure’ cross functional account teams to:
Developed tools, training and support on the full P2P process
Analyzed multiple data points (vendor usage, spending trends per business) and partner with Procurement to determine future spend strategies
Collaborated with business to understand their purchasing activity and makes recommendations on more efficient and effective contracting strategies
Performed key SOX controls (including screening of contracted parties, review Contract Approval Policy, Delegation of Authority of contract signatories and compliance with records retention policies), and support compliance with CIA as needed via either process or system
Managed documentation and related processes in appropriate contracting and procurement systems
Ensured correct information is included with transaction to improve overall efficiency of processing with specific attention to reduce e rrors that cause invoice challenges.

Humanscale Corporation, New York, NY	June 2001 to March 2004 Inventory Control and Purchasing Coordinator
(Humanscale is a designer and manufacturer of ergonomic products, with an emphasis on utilization of recycled materials)
Coordinated all policies and procedures for Humanscale’s Inventory Demands and Purchasing departments.
Created operations manuals and method sheets for manufacturing workflow, and the related use of MAS 200
Trained staff company-wide on the use of MAS 200 inventory management, production and purchasing modules
Implemented and maintained appropriate internal controls for the Procurement and Inventory Management departments
Created and maintained bill-of-materials master records
Served as a direct report to CFO on inventory control and valuation reporting issues
Worked in conjunction with IT department to establish procedure for new employee and international company location setup on MAS 200

ADDITIONAL RELEVANT MANAGER EXPERIENCE
Siemens Shared Services, Iselin, NJ, Supervisor, Accounts Payable, Staff 31
Siemens Corporation, Iselin, NJ, Purchasing Specialist, Staff 1

EDUCATION | CERTIFICATION | MEMBERSHIPS
Bachelor of Science, Business Administration, with a concentration in Operations Management
Thomas Edison State College, Trenton, NJ
Certified Professional Purchaser (CPP), Certified Professional Purchasing Manager (CPPM), Yellow Belt, Green Belt by 2020 National Association of Purchasing Managers (NAPM), American Purchasing Society (APS)
Institute for Supplier Management (ISM),

PBRG, ERG and Engagement Memberships
Lead 2019-2020 - Black Organization for Leadership Development (BOLD),
2020:
active member of Working Smarter,
member of women leadership group (B-Now), member of differently abled group (DAWN), member of veteran’s support group (VCN) Member ABEN (Amgen Black Employee Network)

MINUTES

MINUTES OF MEETING
SADDLE CREEK PRESERVE OF POLK COUNTY COMMUNITY DEVELOPMENT DISTRICT

The regular meeting of the Board of Supervisors of the Saddle Creek Preserve of Polk County Community Development District was held Tuesday, March 25, 2025 at 2:00 p.m. at The Hampton Inn – Lakeland, 4420 North Socrum Loop Road, Lakeland, Florida.

Present and constituting a quorum:
Lori Campagna	Chairperson
Erica Miro Smith	Vice Chairperson
Kelly Evans by Zoom	Assistant Secretary
Abby Morrobel	Assistant Secretary
Sean Finotti	Assistant Secretary Also present were:
Monica Virgen	District Manager, GMS
Grace Rinaldi	District Counsel, Kilinski Van Wyk
Allen Bailey	Field Manager, GMS

The following is a summary of the discussions and actions taken at the March 25, 2025 Saddle Creek Preserve of Polk County Community Development District’s Board of Supervisors Meeting.

FIRST ORDER OF BUSINESS	Roll Call
Ms. Virgen called the meeting to order at 1:00 p.m. and called roll. Four Board members were present constituting a quorum. Ms. Evans participated by Zoom.

SECOND ORDER OF BUSNESS	Public Comment Period
Ms. Virgen opened the public comment period for agenda items.
Resident (Veronica Thomas) thanked the Board for the parking policy. She noted it has made a difference.
Resident (Justin Williams, Trotters Way) asked about business parking being available.

Resident (Napo, 4328 Trotters Lake) stated he was concerned about the intruders coming into the pool area and asked what could be done to rectify the problem. He feels he is putting himself in jeopardy. He asked who was monitoring the housekeeping of the amenity area. He stated the furniture looks old and is not being maintained. Resident had pictures of a car driving into the community and security was a concern.
Ms. Virgen reviewed security and intruders at the pool. She stated the District has a trespassing authorization on file with the police department and if a resident sees anyone, they should contact local law enforcement. Ms. Virgen noted residents should have an access card for allowing only their guests into the pool. She stated the cars that do not belong – the roads are public roadways and if a gate is installed anyone would still be allowed to enter. She noted there is a parking policy on the amenity center parking. They could communicate with the HOA on forming a committee. Ms. Campagna would like to wait until the Board is total landowner and she does not agree to a neighborhood watch over a committee.
Resident (Marcos) asked for clarification on anyone coming into the community and parking at the amenity where the access to the amenity and where the mailbox and the pool area are. He asked if they could come in and go fishing and jump in the lake. Ms. Virgen stated this was a separate issue and their reason for parking in the area cannot be assumed, and the intention cannot be asked. She added since it is public they can do that. Resident asked if public parking at the amenity is allowed. Ms. Virgen noted jumping the fence, swimming, or fishing would be referred to local enforcement. She explained local law enforcement can decide if they can claim trespassing. Further discussion ensued on the public roadways, adding a new gate, and bonds.

THIRD ORDER OF BUSINESS	Organizational Matters
A. Review of Resumes and Letters of Interest Received for Board Appointment Consideration
Ms. Virgen stated this was for review of resumes and letters of interest received for Board appointment. She reviewed the resume from Ms. Veronica Thomas, Mr. Miguel Morrobel, and letter of interest from Miguel Reyes. She noted they were received in response to the email blast that went out to all residents signed up.
Ms. Campagna noted they had spoken to Ms. Thomas at the election and asked that she still come to meetings, and Mr. Morrobel and Mr. Reyes had submitted letters as well. She asked that another email blast to go out regarding this. Discussion ensued on placing flyers in mailboxes,

on the bulletin board, and a post outside the mailbox area so it could be seen by everyone. The Board asked for a proposal for a bulletin board outside and by the pool. Staff will print out laminated flyers for the areas. Ms. Campagna asked for anyone interested to please apply. Ms. Evans agreed that they needed as many families represented as possible. She noted there was representation on the HOA Board. Ms. Campagna commented on the meeting time, and it could be switched after the Board is landowner controlled for a more convenient time for homeowners.

FOURTH ORDER OF BUSINESS	Approval of Minutes of the February 25,
2025 Board of Supervisors Meeting
Ms. Virgen presented the minutes from the February 25, 2025 Board of Supervisors meeting. She noted they had received some corrections from District counsel and those are included in the version in the agenda package.

On MOTION by Ms. Campagna, seconded by Ms. Morrobel, with all in favor, the Minutes of the February 25, 2025 Board of Supervisors Meeting, were approved as amended.

FIFTH ORDER OF BUSINESS	Discussion Regarding Parking Rules and
Signage
A. Consideration of Proposal for Lift Station Parking Signage
Ms. Virgen stated the parking rules and signage and map are included in the agenda package. Ms. Rinaldi stated that after the adoption of the rules at the last meeting there was discussion regarding signage. She noted the Board had taken no action and it has been determined it is not recommended to enforce without the signage. She added there is a requirement for notice to residents as to where they can park and where they cannot. She recommended they have signage posted to enforce. Ms. Virgen stated there were proposals included for the lift station and signage. She explained that the signs for the three lift stations on the gate would lower the cost for those signs due to no poles needed.
Board discussion was held on locations for signage and there were sections that were not CDD property, the area with the most issues, amending the rules later, enforcement, proper signage, notice being provided, towing, law enforcement can still be called, public hearings being required if changes were needed, and proposals from GMS. Ms. Miro Smith asked for another proposal, and it was suggested new vendors submit a proposal. It was noted this will be 82 signs

that will be installed and cost for labor. It was discussed that another map would need to be provided to the towing company, and a not to exceed amount for the 3 lift stations at $600 was approved.

On MOTION by Ms. Campagna, seconded by Ms. Morrobel, with all in favor, the Proposal for Lift Station Parking Signage with a Not to Exceed $600, was approved.

B. Consideration of Proposal of Installation of Parking Signage
Ms. Virgen explained the proposals and the mailed notices with map, parking policies, and having it posted on the website. Discussion was held on how to send the notices, towing enforcements, cost of mailed notices approximately $900, website postings, updated map, completion and timeline for posting, towing to start on May 1, installation of signs in front of lift station, and sending another eblast before towing begins.

SIXTH ORDER OF BUSINESS	Discussion	of	Speed	Limit	Signage
Throughout Community
Ms. Virgen stated there was an email received from a resident, Ms. Webster, noting there were vehicles going fast on District roadways. She reviewed the postings and asking residents to contact local law enforcement, this will help increase the presences of law enforcement to enforce the speed limit. She added the resident requested signs saying, “Children are present.”
The Board discussed there were too many signs in the community, children playing, speeding signs, etc. might not be effective. After discussion the Board decided to not proceed with extra signage.

SEVENTH ORDER OF BUSINESS	Discussion Regarding Wetland Mitigation
Area
A. Presentation of Maps
B. Consideration of Proposals for Supplemental Planting and Signage in Wetland Mitigation Area (originally presented on February 25, 2025 Board of Supervisors Meeting)
Ms. Virgen noted the maps were included in the agenda, it was provided to the Board when received, and it is confirmed this is a wetland mitigation area. She stated they recommended the

additional plantings for the areas. The Board asked for a timeline and noted it was not a wetland prior.
Ms. Rinaldi noted this area is subject to a SWFWMD permit and they need to make sure they are moving to get the area back in compliance. The maps were reviewed. It was noted the proposal is for $3,500 to ensure that plants are permitted. Board members asked if there were fines for non-compliance. Mr. Finotti noted they are trying to comply before they are fined. It was noted this is needed to keep them in compliance. Mrs. Miro-Smith stated Mr. Bailey and her needed to meet to clarify the areas.

On MOTION by Ms. Morrobel, seconded by Ms. Miro Smith, with all in favor, the Proposal for Supplemental Planting and Signage in Wetland Mitigation Area, was approved.

Ms. Virgen asked if anything needed to be brought back to the next meeting. She noted Mr. Bailey will meet with Horner to determine the areas not included in the wetland mitigation area will be discussed for maintenance. After this a scope of action plan can be developed. Mr. Bailey commented he will meet with Horner to determine exactly what the wetland area is and is not, determine what can and what cannot be maintained by the landscaper. He added they will make sure the gas line easement is determined, and landscapers will not touch plantings to stay in compliance. Mr. Finotti asked if they should not state the boundaries with a survey.

EIGHTH ORDER OF BUSINESS	Consideration of Request for On-Time
Community Clean-Up (requested by Supervisor Morrobel)(originally presented on February 25, 2025 Board of Supervisors Meeting)
Ms. Virgen stated this was discussed at the February 25 meeting and asked to bring it back after asking if residents were interested. Ms. Morrobel asked about sidewalk repairs.
Discussion ensued on garbage cleanup, pressure washing not recommended for residents to do, storm cleanup, maintenance involvement, one time clean up, GMS work and costs, and irrigation work. After discussion the Board decided proposals will be brought to the next meeting and to take no action at this time.

NINTH ORDER OF BUSINESS	Discussion  Regarding  White  Pipes  at
Entrance of Community (requested by Supervisor Morrobel)
Board member spoke with Prince & Sons and they will take care of it. It was noted they were not at just the entrance.

TENTH ORDER OF BUSINESS	Discussion Regarding Pool Security (NOT
A CLOSED SESSION)(requested by Supervisor Miro Smith)
Ms. Rinaldi discussed public records law and sunshine law and discussions pertaining to security throughout the District. She explained this was called a shade session and they could schedule one for the next meeting.
Further discussion ensued on issue with a specific security guard, pool security, residents not happy and some are happy, damages to property, budget for security money, spring break, holidays, past security for certain times, fobs used, location of cameras, amenity access team review and issuing violation letters.

ELEVENTH ORDER OF BUSINESS	Discussion  Regarding  Ant  Mounds
(requested by Supervisor Miro Smith) –
ADDED
Ms. Virgen stated Ms. Miro Smith had reported ant mounds at the entrance of the community. Ms. Virgen stated Mr. Bailey had treated the mounds. It was asked that staff bring back proposals.

TWELFTH ORDER OF BUSINESS	Discussion Regarding Sidewalk Repair
Timeline (requested by Supervisor Miro Smith) – ADDED
Mr. Finotti noted the sidewalks will be addressed and work will begin within the next month. He noted they were not sure how long it would take.
THIRTEENTH ORDER OF BUSINESS	Staff Reports
Attorney
Ms. Rinaldi updated the Board on the legislative session that began at the beginning of this month. She added that their firm is tracking the sessions and will report back on any information

relevant to CDDs. The session closes at the beginning of May. She discussed the ethics requirements and the deadline in December.

Engineer
Consideration of Work Authorization from Engineer for Roadway Assessment
Ms. Virgen noted the engineer is not on the line today. She added there is a proposal for Board consideration on a work authorization from the engineer for roadway assessments. She noted this will be for a complete walk-through of the community for $7,500 and includes the engineers walking the entire site, noting any deficiencies with the roadways including pictures, and a complete report. After discussion the Board decided to take no action.

Field Manager’s Report
It was brought to Mr. Bailey’s attention that the front entrance does not look like his report today and there were a lot of dead plants. He presented the report to include some erosion at the amenity center, rock was added, water release pipe had rock added, Red Loop erosion addressed with a drain installation, wetland erosion to the stormwater pond on Tract C addressed, Trotters Way depression will start on March 25, landscape review, hedges trimmed, palm tree, and pond review on algae.
Board questions included how much it costs (less than $600), was the work permanent, proposals for all maintenance need to come to Board, proposals needed, Board wants to know what is being fixed, proposals, and expected costs. The Board asked to be aware of what is going on in the community and the cost.

Consideration of Proposal for Solar Lights at Dog Park
Mr. Bailey presented the proposal for solar lights at the dog park for $1,050. The Board asked for another proposal due to high cost. They asked that the proposal be from a lighting company to ensure the locations were corrected and noted that there are lighting issues at the mailbox. It was noted the lighting hours were dawn to dusk. After discussion the Board decided to take no action on installing solar lights at the dog park.

District Manager’s Report
Approval of Check Register

Ms. Virgen presented the check register from February 13, 2025 through March 12, 2025 totaling $36,852.67. Immediately following is the detailed run summary.

On MOTION by Ms. Morrobel, seconded by Mr. Finotti, with all in favor, the Check Register totaling $36,852.67, was approved.

Balance Sheet and Income Statement
Ms. Virgen stated the unaudited financials are through February 28, 2025. No Board action was required.

FOURTEENTH ORDER OF BUSINESS	Other Business
Ms. Virgen stated there is an Audit Committee meeting scheduled today after this meeting. She explained the committee is typically the Board of Supervisors. She stated a motion is needed to elect the Board as the Audit Committee.

On MOTION by Ms. Campagna, seconded by Ms. Morrobel, with all in favor, the, Appointment of the Board of Supervisors as the Audit Committee, was approved.

FIFTEENTH ORDER OF BUSINESS	Supervisors	Requests	and	Audience
Comments
Supervisors Comments:
There were no Supervisors comments.

Public Comments:
Resident (Veronica Thomas) asked about an alligator informational session. Ms. Virgen stated there were no plans to education residents, but there are signs posted. Concerns are to be reported to the staff or Fish and Wildlife Commission. It was noted many of the residents are from up north and are not familiar with alligators.
Resident (Miguel Reyes) asked about having a laminated sign to be placed at the dog park being laminated.
Resident (Marcos) commented the on the pool area and the restrooms need cleaning.
Ms. Virgen asked for a proposal for pressure washing. Discussion ensued on furniture, the umbrella in the lake, cleaning schedule is currently Monday, Wednesday and, Friday.

Resident (Miguel Morrobel) asked about the pool security, what time the guards are present, and if the Field Manger’s Report could include the conditions of the pool furniture and if it needs to be replaced. Ms. Virgen stated the times of the guards at the pool are not available to the public for security reasons.

SIXTEENTH ORDER OF BUSINESS	Adjournment
Ms. Virgen adjourned the meeting.

On MOTION by Ms. Campagna, seconded by Ms. Miro Smith, with all in favor, the meeting was adjourned.

Secretary/Assistant Secretary	Chairman/Vice Chairman

MINUTES OF MEETING
SADDLE CREEK PRESERVE OF POLK COUNTY COMMUNITY DEVELOPMENT DISTRICT

The Audit Committee meeting of the Saddle Creek Preserve of Polk County Community Development District was held Tuesday, March 25, 2025 at 3:31 p.m. at The Hampton Inn – Lakeland, 4420 North Socrum Loop Road, Lakeland, Florida.

Present for the Audit Committee were:

Lori Campagna Erica Miro Smith
Kelly Evans by Zoom
Abby Morrobel Sean Finotti
Also present were:

Monica Virgen	District Manager, GMS
Grace Rinaldi	District Counsel, Kilinski Van Wyk
Allen Bailey	Field Manager, GMS

The following is a summary of the discussions and actions taken at the March 25, 2025 Saddle Creek Preserve of Polk County Community Development District’s Board of Supervisors Meeting.

FIRST ORDER OF BUSINESS	Roll Call
Ms. Virgen called the meeting to order at 3:31 p.m. and called roll. Four Board members were present constituting a quorum. Ms. Evans participated by Zoom.

SECOND ORDER OF BUSNESS	Public Comment Period
Ms. Virgen opened the public comment period. There were no public comments.

THIRD ORDER OF BUSINESS	Audit Services
Approval of Request for Proposals and Selection Criteria

March 25, 2025	Saddle Creek Preserve of Polk County CDD

Ms. Virgen stated in the agenda package is the suggested evaluation criteria. Ms. Campagna stated the pricing should be included. She suggested changing the points to 30 points on price and adjust the others accordingly.
Ms. Virgen explained the purpose of the audit services and noted they are good for 5 years.
Ms. Rinaldi added comments on the compensation and changing points.
Ms. Virgen explained how the 5-year agreement worked and the required notices and process, including potential increases without the 5-year contract. Ms. Virgen stated an audit must be completed each year. She added this is a Florida statute and they must follow the outlined process and re-bidding is allowed at any time. This helps in budgeting.

On MOTION by Ms. Miro Smith, seconded by Ms. Campagna, with all in favor, the Request for Proposals and Selection Criteria, was approved.

Approval of Notice of Request for Proposals for Audit Services
Ms. Virgen stated this notice will be posted on a newspaper of general circulation.

On MOTION by Ms. Campagna, seconded by Ms. Morrobel, with all in favor, the Notice of Request for Proposals for Audit Services, was approved.

Public Announcement of Opportunity to Provide Audit Services
Ms. Virgen stated this is the required public announcement and anyone can submit a proposal.

FOURTH ORDER OF BUSINESS	Adjournment
Ms. Virgen adjourned the meeting.

On MOTION by Ms. Campagna, seconded by Ms. Miro Smith, with all in favor, the meeting was adjourned.

Secretary/Assistant Secretary	Chairman/Vice Chairman

2

Section VI

RESOLUTION 2025-08
A RESOLUTION OF THE BOARD OF SUPERVISORS OF THE SADDLE CREEK PRESERVE OF POLK COUNTY COMMUNITY DEVELOPMENT DISTRICT APPROVING PROPOSED BUDGETS FOR FISCAL YEAR 2026 AND SETTING A PUBLIC HEARING THEREON PURSUANT TO FLORIDA LAW; ADDRESSING TRANSMITTAL, POSTING AND PUBLICATION REQUIREMENTS; ADDRESSING SEVERABILITY; AND PROVIDING AN EFFECTIVE DATE.

WHEREAS, the District Manager has, prior to June 15, 2025, prepared and submitted to the Board of Supervisors (“Board”) of the Saddle Creek Preserve of Polk County Community Development District (“District”) proposed budgets (together, “Proposed Budget”) for the fiscal year beginning October 1, 2025, and ending September 30, 2026 (“Fiscal Year 2026”); and
WHEREAS, the Board has considered the Proposed Budget and desires to set the required public hearing thereon.
NOW, THEREFORE, BE IT RESOLVED BY THE BOARD OF SUPERVISORS OF THE SADDLE CREEK PRESERVE OF POLK COUNTY COMMUNITY DEVELOPMENT DISTRICT:

PROPOSED BUDGET APPROVED. The Proposed Budget prepared by the District Manager for Fiscal Year 2026 attached hereto as Exhibit A is hereby approved as the basis for conducting a public hearing to adopt said Proposed Budget.

SETTING A PUBLIC HEARING. A public hearing on said approved Proposed Budget is hereby declared and set for the following date, hour and location:
DATE:	Tuesday, July 22, 2025
HOUR:	2:00 PM
LOCATION:	Hampton Inn Lakeland
4420 North Socrum Loop Road Lakeland, Florida 33809
TRANSMITTAL OF PROPOSED BUDGET TO LOCAL GENERAL-PURPOSE
GOVERNMENT. The District Manager is hereby directed to submit a copy of the Proposed Budget to Polk County at least sixty (60) days prior to the hearing set above.
POSTING OF PROPOSED BUDGET. In accordance with Section 189.016, Florida Statutes, the District’s Secretary is further directed to post the approved Proposed Budget on the District’s website at least two (2) days before the budget hearing date as set forth in Section 2, and shall remain on the website for at least forty-five (45) days.

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

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

EFFECTIVE DATE. This Resolution shall take effect immediately upon adoption.
PASSED AND ADOPTED THIS 22ND DAY OF APRIL 2025.

ATTEST:	SADDLE CREEK PRESERVE OF POLK COUNTY COMMUNITY DEVELOPMENT DISTRICT

By: 	

Secretary	Its: 	

Exhibit A:	Proposed Budget for Fiscal Year 2026

Saddle Creek Preserve of Polk County
Community Development District

Proposed Budget
FY2026

Table of Contents

1-2	General Fund	

3-7	

General Fund Narrative	

8	

Series 2020 Debt Service Fund	

9	

Series 2020 Amortization Schedule	

10	

Series 2022 Debt Service Fund	

11-12	

Series 2022 Amortization Schedule	

13	

Capital Reserve Fund	

Adopted Budget	Actuals Thru	Projected Next	Projected Thru	Proposed Budget	
Description	FY2025	3/31/25	6 Months	9/30/25	FY2026	

Revenues						
Assessments - On Roll	$	604,543	$	574,083	$	30,459	$	604,543	$	604,543	
Interest Income	$	-	$	5,478	$	2,739	$	8,217	$	4,108	
Total Revenues	$	604,543	$	579,561	$	33,198	$	612,760	$	608,651	

Expenditures						
Administrative
Supervisor Fees	

$	12,000	

$	3,800	

$	6,000	

$	9,800	

$	12,000	
FICA Expenses	$	-	$	122	$	459	$	581	$	918	
Engineer Fees	$	15,000	$	1,013	$	7,500	$	8,513	$	15,000	
Attorney Fees	$	25,000	$	18,970	$	12,500	$	31,470	$	25,000	
Annual Audit	$	7,500	$	-	$	7,200	$	7,200	$	7,500	
Assessment Administration	$	5,565	$	5,565	$	-	$	5,565	$	5,732	
Dissemination	$	7,875	$	3,938	$	3,936	$	7,874	$	8,111	
Arbitrage	$	900	$	900	$	-	$	900	$	900	
Trustee Fees	$	8,082	$	5,388	$	2,694	$	8,082	$	8,890	
Management Fees	$	45,000	$	22,500	$	22,500	$	45,000	$	46,350	
Information Technology	$	1,890	$	945	$	945	$	1,890	$	1,947	
Website Maintenance	$	1,260	$	630	$	630	$	1,260	$	1,298	
Postage & Delivery	$	500	$	433	$	150	$	583	$	500	
Insurance	$	6,500	$	6,161	$	-	$	6,161	$	6,777	
Copies	$	500	$	20	$	50	$	70	$	500	
Legal Advertising	$	2,500	$	3,305	$	1,652	$	4,957	$	3,000	
Other Current Charges	$	1,000	$	1,056	$	1,230	$	2,286	$	1,000	
Office Supplies	$	100	$	17	$	30	$	47	$	100	
Dues, Licenses & Subscriptions	$	175	$	175	$	-	$	175	$	175	
Total Administrative	$	141,347	$	74,937	$	67,477	$	142,413	$	145,698	

Adopted Budget	Actuals Thru	Projected Next	Projected Thru	Proposed Budget	
Description	FY2025	3/31/25	6 Months	9/30/25	FY2026	

Operations & Maintenance
Field Expenditures
Property Insurance	

$	16,000	

$	12,114	

$	-	

$	12,114	

$	17,600	
Field Management	$	17,530	$	8,765	$	8,765	$	17,530	$	18,056	
Landscape Maintenance	$	107,400	$	53,187	$	50,157	$	103,344	$	117,400	
Landscape Replacement	$	25,000	$	410	$	12,500	$	12,910	$	25,000	
Mitigation Monitoring	$	4,600	$	-	$	2,300	$	2,300	$	4,600	
Lake Maintenance	$	18,180	$	7,575	$	10,605	$	18,180	$	18,180	
Streetlights	$	49,500	$	10,679	$	10,734	$	21,413	$	40,000	
Electric	$	5,500	$	1,904	$	2,406	$	4,310	$	5,500	
Water & Sewer	$	1,500	$	693	$	750	$	1,443	$	1,500	
Sidewalk & Asphalt Maintenance	$	2,500	$	18,865	$	2,500	$	21,365	$	2,500	
Irrigation Repairs	$	7,500	$	622	$	3,750	$	4,372	$	7,500	
Lift Station Maintenance	$	20,000	$	14,021	$	10,000	$	24,021	$	15,000	
General Repairs & Maintenance	$	10,000	$	7,441	$	5,000	$	12,441	$	12,000	
Contingency	$	7,000	$	1,950	$	3,500	$	7,500	$	7,000	
Subtotal Field Expenses	$	292,210	$	138,226	$	122,967	$	263,243	$	291,836	

Amenity Expenditures
Amenity - Electric	

$	14,400	

$	3,759	

$	7,200	

$	10,959	

$	14,400	
Amenity - Water	$	5,000	$	-	$	2,500	$	2,500	$	5,000	
Internet	$	1,650	$	776	$	780	$	1,556	$	1,650	
Pest Control	$	1,440	$	600	$	720	$	1,320	$	1,520	
Janitorial Service	$	10,200	$	4,080	$	4,170	$	8,250	$	14,000	
Security Services	$	30,000	$	574	$	15,000	$	15,574	$	30,000	
Pool Maintenance	$	19,200	$	7,075	$	9,905	$	16,980	$	19,200	
Amenity Repairs & Maintenance	$	10,000	$	1,960	$	5,000	$	6,960	$	12,000	
Amenity Management	$	10,000	$	5,000	$	4,998	$	9,998	$	10,300	
Contingency	$	10,000	$	250	$	500	$	750	$	10,000	
Subtotal Amenity Expenditures	$	111,890	$	24,074	$	50,773	$	74,847	$	118,070	
						
Total Operations & Maintenance	$	404,100	$	162,300	$	173,740	$	338,090	$	409,906	

Other Expenditures
Capital Reserves	

$	59,096	

$	59,113	

$	-	

$	59,113	

$	53,048	
Total Other Expenditures	$	59,096	$	59,113	$	-	$	59,113	$	53,048	

Total Expenditures	$	604,542	$	296,350	$	241,217	$	539,617	$	608,651	
						
Excess Revenues/(Expenditures)	$	0	$	283,211	$	(208,018)	$	73,143	$	-	

Net Assessments	$604,543	
Add: Discounts & Collections 7%		$45,503 	
Gross Assessments		$650,046 	
Product	Assessable Units	ERU/Unit	Net Assessment	Net Per Unit	Gross Per Unit	

Platted	
425	
1.00	
$604,543	
$1,422.45	
$1,529.52	
	425		$604,543			

REVENUES:

Assessments

The District will levy a non-ad valorem assessment on all the assessable property within the District to pay for operating expenditures during the fiscal year.

Interest

The District receives interest earnings from its cash balance in the operating account.

EXPENDITURES:

Administrative:

Supervisor Fees

Chapter 190, Florida Statutes, allows for each Board member to receive $200 per meeting, not to exceed
$4,800 per year paid to each Supervisor for the time devoted to District business and meetings.

FICA Expenses

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

Engineering

The District's engineer, Landmark Engineering & Surveying, provides general engineering services to the District, e.g. attendance and preparation for monthly board meetings, review invoices and various projects as directed by the Board of Supervisors and the District Manager.

Attorney

The District's legal counsel, Kilinski I Wyk, PLLC, provides general legal services to the District, e.g. attendance and preparation for meetings, preparation and review of agreements, resolutions, etc. as directed by the Board of Supervisors and the District Manager.

Annual Audit

The District is required by Florida Statutes to arrange for an independent audit of its financial records on an annual basis. The District is currently contracted with Grau and Associates for these services.

Assessment Administration

The District has contracted with Governmental Management Services-Central Florida, LLC, to levy and administer the collection of non-ad valorem assessment on all assessable property within the District.

Dissemination

The District is required by the Security and Exchange Commission to comply with Rule 15c2-12(b)(5) which relates to additional reporting requirements for unrated bond issues. This cost is based upon the Series 2020 and Series 2022 bonds. Governmental Management Services-Central Florida, LLC, provides these services.

Arbitrage

The District will contract with an independent certified public accountant to annually calculate the District’s Arbitrage Rebate Liability on its Series 2020 and 2022 bonds.

Trustee Fees

The District will incur trustee related costs with the issuance of its’ issued bonds.

Management Fees

The District receives Management, Accounting and Administrative services as part of a Management Agreement with Governmental Management Services-Central Florida, LLC. The services include but are not limited to, recording and transcription of board meetings, administrative services, budget preparation, all financial reports, annual audits, etc.

Information Technology

Represents various cost of information technology for the District such as video conferencing, cloud storage and servers, positive pay implementation and programming for fraud protection, accounting software, tablets for meetings, Adobe, Microsoft Office, etc. Governmental Management Services-Central Florida, LLC, provides these services.
Website Maintenance

Represents the costs associated with monitoring and maintaining the District’s website created in accordance with Chapter 189, Florida Statutes. These services include site performance assessments, security and firewall maintenance, updates, document uploads, hosting and domain renewals, website backups, etc. Governmental Management Services-Central Florida, LLC, provides these services.

Postage & Delivery

The District incurs charges for mailing overnight deliveries, correspondence, etc.

Insurance

The District’s general liability and public official’s liability insurance coverage is provided by the Florida Insurance Alliance (FIA). FIA specializes in providing insurance coverage to governmental agencies.

Copies

Printing agenda materials for board meetings, printing of computerized checks, stationary, envelopes etc.

Legal Advertising

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

Other Current Charges

Bank charges and any other miscellaneous expenses incurred during the year.

Office Supplies

Any supplies that may need to be purchased during the fiscal year, e.g., paper, minute books, file folders, labels, paper clips, etc.

Dues, Licenses & Subscriptions

The District is required to pay an annual fee to the Florida Department of Economic Opportunity for $175. This is the only expense under this category for the District.

Operations & Maintenance:

Field Expenditures

Property Insurance

The District’s property insurance coverage is provided by the Florida Insurance Alliance (FIA). FIA specializes in providing insurance coverage to governmental agencies.

Field Management

Represents the estimated costs of contracting services that provide onsite field management of contracts for the District such as landscape and lake maintenance. These services are provided by Governmental Management Services-Central Florida, LLC. Services provided include onsite inspections, meetings with contractors, monitoring of utility accounts, attend Board meetings and receive and respond to property owner phone calls and emails.

Landscape Maintenance

The District has contracts with Prince & Sons, Inc. to provide landscaping services throughout the District. These services include mowing, edging, trimming, cleanup, detailing and pruning as well as maintenance of the irrigation systems.

Landscape Replacement

Represents the estimated cost of replacing landscaping within the common areas of the District.

Mitigation Monitoring

To provide scheduled monitoring of mitigation areas located throughout the District.

Lake Maintenance

The District has contracted with Sitex Aquatics for the care and maintenance of its ponds which includes shoreline grass, brush, and vegetation control.

Streetlights

Represents the cost to maintain streetlights currently in place within the District Boundaries.

Electric

Represents current and estimated electric charges of common areas throughout the District.

Water & Sewer

Represents current and estimated costs for water and refuse services provided for common areas throughout the District.

Sidewalk & Asphalt Maintenance

Represents the estimated costs of maintaining the sidewalks and asphalt throughout the District’s Boundary.

Irrigation Repairs

Represents the cost of maintaining and repairing the irrigation system. This includes the sprinklers, and irrigation wells.

Lift Station Maintenance

Estimated cost for repairs and maintenance to the 3 lift stations owned and maintained by the District.

General Repairs & Maintenance

Represents estimated costs for general repairs and maintenance of the District’s common areas. These can include pressure washing, and repairs to fences, monuments, lighting, and other assets.
Contingency

Represents funds allocated to expenses that the District could incur throughout the fiscal year that do not fit into any field category.

Amenity Expenditures

Amenity - Electric

Represents estimated electric charges for the District’s amenity facilities.

Amenity – Water

Represents estimated water charges for the District’s amenity facilities.

Internet

Represents internet service for use at the Amenity Facilities. Services are provided by Spectrum.

Pest Control

The District will incur costs for pest control treatments to its amenity facilities.

Janitorial Services

Represents the estimated costs to provide janitorial services 3 times a week and supplies for the District’s amenity facilities.

Security Services

Represents the estimated cost of contracting a monthly security service for the District’s amenity facilities.

Pool Maintenance

Represents the costs of regular cleaning and treatments of the District’s pool.

Amenity Repairs & Maintenance

Represents estimated costs for repairs and maintenance of the District’s amenity facilities.

Amenity Management

Amenity Management provides access card issuance through registration, proof of residency, and photo identification. The team also provides keycard troubleshooting for issues and concerns related to access control. Staff reviews security concerns and amenity policy violations via remote camera monitoring on an as-needed basis. Districts are provided electronic communication for District news and direct remote customer service through phone and email directly to the Amenity Access Team.

Contingency

Represents funds allocated to expenses that the District could incur throughout the fiscal year that do not fit into any amenity category.

Other Expenditures:
Capital Reserves

Funds collected and reserved for the replacement of and/or purchase of new capital improvements throughout the District.

Saddle Creek Preserve of Polk County
Community Development District Proposed Budget
Debt Service Fund Series 2020

	Adopted Budget	Actuals Thru	Projected Next	Projected Thru	Proposed Budget	
Description	FY2025	3/31/25	6 Months	9/30/25	FY2026	

Revenues						
Special Assessments	$	313,500	$	297,827	$	15,673	$	313,500	$	313,500	
Interest Income	$	3,460	$	6,632	$	3,316	$	9,948	$	4,974	
Carry Forward Surplus	$	132,904	$	144,632	$	-	$	144,632	$	154,180	
Total Revenues	$	449,864	$	449,092	$	18,989	$	468,080	$	472,654	
Expenses
Interest- 12/15	

$	96,950	

$	96,950	

$	-	

$	96,950	

$	95,450	
Principal - 6/15	$	120,000	$	-	$	120,000	$	120,000	$	120,000	
Interest - 6/15	$	96,950	$	-	$	96,950	$	96,950	$	95,450	
Total Expenditures	$	313,900	$	96,950	$	216,950	$	313,900	$	310,900	
						
Excess Revenues/(Expenditures)	$	135,964	$	352,142	$	(197,961)	$	154,180	$	161,754	

*Carry forward less amount in Reserve funds.						
				Series 2020		
Interest - 12/15/26 	$93,650	
Total 	$93,650	

Product	
Assessable Units	Maximum Annual Debt Service	Net Assessment Per Unit	Gross Assessment Per Unit	
Single Family - 40'	89	$111,161	$1,250	$1,344	
Single Family - 50'	135	$202,339	$1,500	$1,612	
	224	$313,500			

Saddle Creek
Community Development District
Series 2020 Special Assessment Bonds

AMORTIZATION SCHEDULE

DATE	BALANCE	PRINCIPAL	INTEREST	TOTAL

12/15/25	$	4,935,000.00	$	
06/15/26	$	4,935,000.00	$	120	
12/15/26	$	4,815,000.00	$	
06/15/27	$	4,815,000.00	$	125	
12/15/27	$	4,690,000.00	$	
06/15/28	$	4,690,000.00	$	130	
12/15/28	$	4,560,000.00	$	
06/15/29	$	4,560,000.00	$	135	
12/15/29	$	4,425,000.00	$	
06/15/30	$	4,425,000.00	$	140	
12/15/30	$	4,285,000.00	$	
06/15/31	$	4,285,000.00	$	145	
12/15/31	$	4,140,000.00	$	
06/15/32	$	4,140,000.00	$	150	
12/15/32	$	3,990,000.00	$	
06/15/33	$	3,990,000.00	$	155	
12/15/33	$	3,835,000.00	$	
06/15/34	$	3,835,000.00	$	160	
12/15/34	$	3,675,000.00	$	
06/15/35	$	3,675,000.00	$	165	
12/15/35	$	3,510,000.00	$	
06/15/36	$	3,510,000.00	$	175	
12/15/36	$	3,335,000.00	$	
06/15/37	$	3,335,000.00	$	180	
12/15/37	$	3,155,000.00	$	
06/15/38	$	3,155,000.00	$	190	
12/15/38	$	2,965,000.00	$	
06/15/39	$	2,965,000.00	$	195	
12/15/39	$	2,770,000.00	$	
06/15/40	$	2,770,000.00	$	205	
12/15/40	$	2,565,000.00	$	
06/15/41	$	2,565,000.00	$	215	
12/15/41	$	2,350,000.00	$	
06/15/42	$	2,350,000.00	$	220	
12/15/42	$	2,130,000.00	$	
06/15/43	$	2,130,000.00	$	230	
12/15/43	$	1,900,000.00	$	
06/15/44	$	1,900,000.00	$	240	
12/15/44	$	1,660,000.00	$	
06/15/45	$	1,660,000.00	$	250	
12/15/45	$	1,410,000.00	$	
06/15/46	$	1,410,000.00	$	260	
12/15/46	$	1,150,000.00	$	
06/15/47	$	1,150,000.00	$	270	
12/15/47	$	880,000.00	$	
06/15/48	$	880,000.00	$	280	
12/15/48	$	600,000.00	$	
06/12/49	$	600,000.00	$	295	
12/15/49	$	305,000.00	$	
06/15/50	$	305,000.00	$	305	
			$	4,935	

$	95,450.00	$	312,400.00	
$	95,450.00	$	-	
$	93,650.00	$	309,100.00	
$	93,650.00	$	-	
$	91,775.00	$	310,425.00	
$	91,775.00	$	-	
$	89,825.00	$	311,600.00	
$	89,825.00	$	-	
$	87,800.00	$	312,625.00	
$	87,800.00	$	-	
$	85,700.00	$	313,500.00	
$	85,700.00	$	-	
$	82,800.00	$	313,500.00	
$	82,800.00	$	-	
$	79,800.00	$	312,600.00	
$	79,800.00	$	-	
$	76,700.00	$	311,500.00	
$	76,700.00	$	-	
$	73,500.00	$	310,200.00	
$	73,500.00	$	-	
$	70,200.00	$	308,700.00	
$	70,200.00	$	-	
$	66,700.00	$	311,900.00	
$	66,700.00	$	-	
$	63,100.00	$	309,800.00	
$	63,100.00	$	-	
$	59,300.00	$	312,400.00	
$	59,300.00	$	-	
$	55,400.00	$	309,700.00	
$	55,400.00	$	-	
$	51,300.00	$	311,700.00	
$	51,300.00	$	-	
$	47,000.00	$	313,300.00	
$	47,000.00	$	-	
$	42,600.00	$	309,600.00	
$	42,600.00	$	-	
$	38,000.00	$	310,600.00	
$	38,000.00	$	-	
$	33,200.00	$	311,200.00	
$	33,200.00	$	-	
$	28,200.00	$	311,400.00	
$	28,200.00	$	-	
$	23,000.00	$	311,200.00	
$	23,000.00	$	-	
$	17,600.00	$	310,600.00	
$	17,600.00	$	-	
$	12,000.00	$	309,600.00	
$	12,000.00	$	-	
$	6,100.00	$	313,100.00	
$	6,100.00	$	311,100.00	

-
,000.00
-
,000.00
-
,000.00
-
,000.00
-
,000.00
-
,000.00
-
,000.00
-
,000.00
-
,000.00
-
,000.00
-
,000.00
-
,000.00
-
,000.00
-
,000.00
-
,000.00
-
,000.00
-
,000.00
-
,000.00
-
,000.00
-
,000.00
-
,000.00
-
,000.00
-
,000.00
-
,000.00
-
,000.00

,000.00	$

2,941,400.00	$

8,093,350.00

Saddle Creek Preserve of Polk County
Community Development District Proposed Budget
Debt Service Fund Series 2022

	Adopted Budget	Actuals Thru	Projected Next	Projected Thru	Proposed Budget	
Description	FY2025	3/31/25	6 Months	9/30/25	FY2026	

Revenues						
Special Assessments	$	287,653	$	273,605	$	14,048	$	287,653	$	288,301	
Interest Income	$	2,650	$	7,158	$	3,579	$	10,738	$	5,369	
Carry Forward Surplus	$	213,549	$	225,146	$	-	$	225,146	$	235,253	
Total Revenues	$	503,852	$	505,909	$	17,628	$	523,537	$	528,922	

Expenses						
Interest- 12/15	$	87,364	$	87,364	$	-	$	87,364	$	85,920	
Principal - 12/15	$	115,000	$	115,000	$	-	$	115,000	$	115,000	
Interest - 6/15	$	85,920	$	-	$	85,920	$	85,920	$	84,411	
Total Expenditures	$	288,284	$	202,364	$	85,920	$	288,284	$	285,331	
						
Excess Revenues/(Expenditures)	$	215,568	$	303,545	$	(68,292)	$	235,253	$	243,592	

*Carry forward less amount in Reserve funds.						
				Series 2022 Principal - 12/15/26	
$115,000	
Interest - 12/15/26 	$84,411	
Total 	$199,411	

Product	
Assessable Units	Maximum Annual Debt Service	
Net Assessment Per Unit	Gross Assessment Per Unit	
Single Family - 40'	53	$	66,228	$1,250	$1,344	
Single Family - 50'	148	$	222,073	$1,500	$1,612	
	201	$	288,301			

DATE	BALANCE	PRINCIPAL	INTEREST	TOTAL

12/15/25	$	4,805,000.00	$	115,000.00	$	85,920.00	$	-	
06/15/26	$	4,690,000.00	$	-	$	84,410.63	$	285,330.63	
12/15/26	$	4,690,000.00	$	115,000.00	$	84,410.63	$	-	
06/15/27	$	4,455,000.00	$	-	$	82,901.25	$	282,311.88	
12/15/27	$	4,455,000.00	$	120,000.00	$	82,901.25	$	-	
06/15/28	$	4,455,000.00	$	-	$	81,326.25	$	284,227.50	
12/15/28	$	4,455,000.00	$	125,000.00	$	81,326.25	$	-	
06/15/29	$	4,330,000.00	$	-	$	79,388.75	$	285,715.00	
12/15/29	$	4,330,000.00	$	125,000.00	$	79,388.75	$	-	
06/15/30	$	4,205,000.00	$	-	$	77,451.25	$	281,840.00	
12/15/30	$	4,205,000.00	$	130,000.00	$	77,451.25	$	-	
06/15/31	$	4,075,000.00	$	-	$	75,436.25	$	282,887.50	
12/15/31	$	4,075,000.00	$	135,000.00	$	75,436.25	$	-	
06/15/32	$	3,800,000.00	$	-	$	73,343.75	$	283,780.00	
12/15/32	$	3,800,000.00	$	140,000.00	$	73,343.75	$	-	
06/15/33	$	3,800,000.00	$	-	$	71,173.75	$	284,517.50	
12/15/33	$	3,800,000.00	$	145,000.00	$	71,173.75	$	-	
06/15/34	$	3,655,000.00	$	-	$	68,745.00	$	284,918.75	
12/15/34	$	3,800,000.00	$	150,000.00	$	68,745.00	$	-	
06/15/35	$	3,800,000.00	$	-	$	66,232.50	$	284,977.50	
12/15/35	$	3,655,000.00	$	155,000.00	$	66,232.50	$	-	
06/15/36	$	3,655,000.00	$	-	$	63,636.25	$	284,868.75	
12/15/36	$	3,505,000.00	$	160,000.00	$	63,636.25	$	-	
06/15/37	$	3,505,000.00	$	-	$	60,956.25	$	284,592.50	
12/15/37	$	3,350,000.00	$	165,000.00	$	60,956.25	$	-	
06/15/38	$	3,350,000.00	$	-	$	58,192.50	$	284,148.75	
12/15/38	$	3,190,000.00	$	170,000.00	$	58,192.50	$	-	
06/15/39	$	3,190,000.00	$	-	$	55,345.00	$	283,537.50	
12/15/39	$	3,025,000.00	$	175,000.00	$	55,345.00	$	-	
06/15/40	$	3,025,000.00	$	-	$	52,413.75	$	282,758.75	
12/15/40	$	2,855,000.00	$	180,000.00	$	52,413.75	$	-	
06/15/41	$	2,855,000.00	$	-	$	49,398.75	$	281,812.50	
12/15/41	$	2,680,000.00	$	185,000.00	$	49,398.75	$	-	
06/15/42	$	2,315,000.00	$	-	$	46,300.00	$	280,698.75	
12/15/42	$	2,315,000.00	$	190,000.00	$	46,300.00	$	-	
06/15/43	$	2,125,000.00	$	-	$	42,500.00	$	278,800.00	
12/15/43	$	2,125,000.00	$	200,000.00	$	42,500.00	$	-	
06/15/44	$	1,925,000.00	$	-	$	38,500.00	$	281,000.00	
12/15/44	$	1,925,000.00	$	210,000.00	$	38,500.00	$	-	
06/15/45	$	1,715,000.00	$	-	$	34,300.00	$	282,800.00	
12/15/45	$	1,715,000.00	$	215,000.00	$	34,300.00	$	-	
06/15/46	$	1,500,000.00	$	-	$	30,000.00	$	279,300.00	
12/15/46	$	1,500,000.00	$	225,000.00	$	30,000.00	$	-	
06/15/47	$	1,275,000.00	$	-	$	25,500.00	$	280,500.00	

DATE		BALANCE	PRINCIPAL	INTEREST		TOTAL	

12/15/47	
$	
1,275,000.00	
$	235,000.00	
$	25,500.00	
$	
-	
06/15/48	$	1,040,000.00	$	-	$	20,800.00	$	281,300.00	
12/15/48	$	1,040,000.00	$	245,000.00	$	20,800.00	$	-	
06/15/49	$	795,000.00	$	-	$	15,900.00	$	281,700.00	
12/15/49	$	795,000.00	$	255,000.00	$	15,900.00	$	-	
06/15/50	$	540,000.00	$	-	$	10,800.00	$	281,700.00	
12/15/50	$	540,000.00	$	265,000.00	$	10,800.00	$	-	
06/15/51	$	275,000.00	$	-	$	5,500.00	$	281,300.00	
12/15/51	$	275,000.00	$	275,000.00	$	5,500.00	$	280,500.00	
			$	4,805,000.00	$	2,826,823.75	$	7,631,823.75	

Saddle Creek Preserve of Polk County
Community Development District

Adopted Budget	Proposed Budget Capital Reserve
Actuals Thru	

Projected Next	

Projected Thru	

Proposed Budget	
Description	FY2025	3/31/25	6 Months	9/30/25	FY2026	

REVENUES:						
Beginning Fund Balance	$	56,726	$	90,854	$	-	$	1,094	$	63,473	
Interest Income	$	-	$	2,189	$	1,094	$	3,283	$	1,642	
TOTAL REVENUES	$	56,726	$	93,043	$	1,094	$	4,378	$	65,115	

EXPENDITURES:						
Capital Outlay	$	-	$	-	$	-	$	-	$	-	
TOTAL EXPENDITURES	$	-	$	-	$	-	$	-	$	-	

OTHER SOURCES/(USES)						
Transfer In	$	59,096	$	59,096	$	-	$	59,096	$	53,048	
TOTAL OTHER SOURCES/(USES)	$	59,096	$	59,096	$	-	$	59,096	$	53,048	
						
EXCESS REVENUES	$	115,822	$	152,138	$	1,094	$	63,473	$	118,163	

Section IX

Section C

Saddle Creek Reserve CDD
Field Management Report

April 22nd,2025 Allen Bailey Field Manager
GMS

The diaphragm that controls the flow of water was faulty
This has been replaced and the toilet is working properly.

Completed

Women’s Restroom Repair

Board Application Signage

The requested signage for community awareness to receive board seat applications was posted at the mailbox area.

Wetlands Marked

We met with the environmental vendor, who gave us a rough area where to place flags to mark the wetlands.

They informed us that they would flag the exact location plus the buffer when planting.

3

Saddle Creek CDD Field Management Report | GMS 2025

Trotters Way Depression

Tucker Paving has completed the Trotters Way road Repair.

Pool Plaster

The pool at the amenity has more plaster lifting.
The original builder has been contacted for repairs.

Landscape

The landscape at the entrance is doing well, even with a lack of rain.
The Crêpe Myrtles have been cut in preparation for the growing season.
The bushes and pines along the road are going to have vines removed.

6

Saddle Creek CDD Field Management Report | GMS 2025

Landscape Cont.

The landscape around the amenity is still healthy despite the lack of rain.
The area behind the homes and open space on Yellow Trail is becoming brown due to the lack of rain and the fact that they are unirrigated area.

7

Saddle Creek CDD Field Management Report | GMS 2025

Ponds

The ponds overall look to be in a healthy state. All vegetation is being treated.

They are low at this time as we wait for rain.

Conclusion

For any questions or comments regarding the above information, please contact me by phone at 407-460-4424 or by email at abailey@gmscfl.com. Thank you.

Respectfully, Allen Bailey

Section 1

SECTION (a)

200 S. F. Street	
Haines City, Florida 33844	
Phone 863-422-5207 | Fax 863-422-1816

Date: 3.24.2025			Polk County License # 214815	
SUBMITTED TO:		Job Name / Location:	
GMS
345 W Central Ave Orlando FL 32801 Allen Bailey
Phone: 407-460-4424
Email: abailey@gmscfl.c om		Saddle Creek	
straighten tree with machine and re stake with 2x4s tree braces	
	Qty	Unit	Unit Cost	TOTAL	
loader work to straighten tree	1	1	$250.00	$250.00	
2x4 tree braces	1	set	$125.00	$125.00	
					
				$0.00	
				$0.00	
			total	$375.00	

The customer agrees, that by signing this proposal, it shall become a legal and binding contract and shall supersede any previous agreements, discussed or implied. The customer further agrees to all terms and conditions set forth within and shall be responsible for any/all court and/or attorney fees incurred by Prince and Sons, Inc.required to obtain collection for any portion of money
owed for material and/or work performed by Prince and Sons Inc.
Submitted by: Mark Stripling	Accepted by:
Date Submitted:3.24.2025	Date Accepted: 		

SECTION (b)

200 S. F. Street	
Haines City, Florida 33844	
Phone 863-422-5207 | Fax 863-422-1816

Date: 3.28.2025			Polk County License # 214815	
SUBMITTED TO:		Job Name / Location:	
GMS Services

Allen Bailey Phone:407--460-4424
Email: abailey@gmscfl.com		Saddle Creek
Lakeland,FL	
	
	Qty	Unit	Unit Cost	TOTAL	
demo area front signs where annuals will beplanted	4	mhrs	$65.00	$260.00	
irrigation modification	2	ea	$250.00	$500.00	
add soil for annuals	8	yds	$125.00	$1,000.00	
				$0.00	
				$0.00	
take out blue daze add annual beds				$0.00	
				$1,760.00	

The customer agrees, that by signing this proposal, it shall become a legal and binding contract and shall supersede any previous agreements, discussed or implied. The customer further agrees to all terms and conditions set forth within and shall be responsible for any/all court and/or attorney fees incurred by Prince and Sons, Inc.required to obtain collection for any portion of money
owed for material and/or work performed by Prince and Sons Inc.
Submitted by: Mark Stripling	Accepted by:	
Date Submitted: 3.28.2025	Date Accepted: 		

SECTION (c)

200 S. F. Street	
Haines City, Florida 33844	
Phone 863-422-5207 | Fax 863-422-1816

Date: 2.24.2025			Polk County License # 214815	
SUBMITTED TO:		Job Name / Location:	
GMS
345 W Central Ave Orlando FL 32801 Allen Bailey
Phone: 407-460-4424
Email: abailey@gmscfl.com		Saddle Creek
monument signs at entry	
take out blue daze and instal annuals	
	Qty	Unit	Unit Cost	TOTAL	
Annuals	2000	ea	$2.50	$5,000.00	
					
this is 500 total annuals per change out 4 times per year					
				$0.00	
also we can add more on the medians at the entry			total	$5,000.00	

The customer agrees, that by signing this proposal, it shall become a legal and binding contract and shall supersede any previous agreements, discussed or implied. The customer further agrees to all terms and conditions set forth within and shall be responsible for any/all court and/or attorney fees incurred by Prince and Sons, Inc.required to obtain collection for any portion of money
owed for material and/or work performed by Prince and Sons Inc.
Submitted by: Mark Stripling	Accepted by:
Date Submitted:2.24.2025	Date Accepted: 		

SECTION (d)

Corporate (Orlando/ Polk County) 200 South F Street
Haines City, Florida 33844

Tampa
9513 US 92 East
Tampa, Florida 33610

(863) 422-5207
www.princeandsonsinc.com

Landscape Maintenance Proposal
SADDLE CREEK RED LOOP ADDENDUM

April 15, 2025
Saddle Creek CDD
c/o Allen Bailey, Field Manager GMS- Central Florida
We sincerely appreciate the opportunity to propose how Prince and Sons can help enhance the quality of your landscape. Our proposal includes integrating a custom maintenance plan to meet the needs and demands of your property while considering service expectations and community budget.
We hereby propose the following for your review:

LANDSCAPE MAINTENANCE FOR HIGHLIGHTED AREA ON MAP

Service	Price Per Month	Price Per Year	
Landscape Maintenance	$335	$4,020	

TURF CARE
Trimming	Turf areas inaccessible to mowers, areas on attached map will be controlled by a string trimmer monthly.

PRINCE AND SONS INC.		CUSTOMER (AUTHORIZED SIGNATURE)

	_	
Signature	Date	
Signature	Date	

Printed Name	Title	Printed Name	Title

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-

EROSION AND SEDIMENT CONTROL BEST MANAGEMENT
PRACTICES FOR POND AND

DRAINAGE NOTE DURING CONSTRUCTION PERIOD EROSION/SEDIMENT

Section 2

-
ffiitflb Wf;
1

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L	J

SECTION (a)

	Governmental
Management Services - CF	Maintenance Services Phone: 407-201-1514
Email: Abailey@gmscﬂ.com	

Bill To/District
Saddle Creek CDD	Prepared By:
Governmental Management Services- CF, LLC
219 E. Livingston Street Orlando, FL 32801	
Trash cleanup	
Remove trash from area 1 on the map.
This would be the same for areas 2 and 3 if done separately.	

Qty	Description	Unit Price	Line Total	
6	Labor	$50.00	$300.00	
1	Mobilization	$65.00	$65.00	
1	Equipment (side by Side)		$185.00	

				

Total Due:	$550.00	
This Proposal is Valid for 30 days.

SECTION (b)

	Governmental
Management Services - CF	Maintenance Services Phone: 407-201-1514
Email: Abailey@gmscﬂ.com	

Bill To/District
Saddle Creek CDD	Prepared By:
Governmental Management Services- CF, LLC
219 E. Livingston Street Orlando, FL 32801	
Trash cleanup	
Remove trash from the complete map area.	

Qty	Description	Unit Price	Line Total	
16	Labor	$50.00	$800.00	
1	Mobilization	$65.00	$65.00	
1	Equipment (side by Side)		$185.00	

				

Total Due:	$1,050.00	
This Proposal is Valid for 30 days.

Section 3

SECTION (a)

Proposal # : 422	Proposal

	Governmental
Management Services - CF	
Maintenance Services Phone: 407-201-1514
Email: Abailey@gmscﬂ.com	

Bill To/District
Saddle Creek CDD	Prepared By:
Governmental Management Services- CF, LLC
219 E. Livingston Street Orlando, FL 32801	
Dog Park Hours Sign	
Installation of the attached dog station sign at the entrance gate of the dog park. Materials procured from safety signs.	

Qty	Description	Unit Price	Line Total	
1	Labor	$50.00	$50.00	
1	Mobilization	$65.00	$65.00	
	Equipment		$35.00	
	Materials		$59.32	

				
				
Total Due:	$209.32	
This Proposal is Valid for 30 days.

Client Signature: 	

Dog Park Hours of

Operation

Dawn to Dusk

SECTION (b)

fastsigns.com

3901 W Kennedy Blvd Tampa, FL 33609
(813) 287-0110

ESTIMATE
EST-146611
Payment Terms: Cash Customer

Created Date: 3/28/2025

DESCRIPTION: Saddle Creek dog park hours

Bill To:	GMS
4530 Eagle Falls PL Tampa, FL 33619 US

Pickup At: FASTSIGNS
3901 W Kennedy Blvd Tampa, FL 33609
US

Requested By: Allen Bailey
Email: abailey@gmscfl.com Tax ID: 85-8013570938c-3

Salesperson: Sarah Curry
Email: Sarah.c@fastsigns.com

NO.	Product Summary	QTY	UNIT PRICE	AMOUNT	
1	Dog park hours Dibond
Dibond/Max Metal 3mm w/ digital graphics - Part Qty: 1
Width: 12.00"
Height: 18.00"
Sides: 1
Text:
Hours of Operation: Dawn to Dusk
Notes:
Dark green background on white text
Installation - Installation Lakeland Part Qty: 1
- # of Hours: 1
Notes:
4347 Trotters Wy, Lakeland, FL 33801 Screw sign to fence	1		$245.00	$245.00	
1.1

1.2						
A 3% Convenience fee will be added to all invoices paid by credit or debit card. THIS ESTIMATE IS VALID FOR 10 DAYS.	Subtotal:
Taxes:		$245.00
$0.00	
	Grand Total:		$245.00	

Please log in to your secure customer portal to make an online payment or you can enter the information here and fax back to us
PAYMENT INFORMATION Visa - Mastercard - AMEX - Discover ACCT#	
EXP DATE	CCV CODE	 CARD
HOLDERS NAME		 BILLING ADDRESS			 ZIP CODE	

AUTHORIZED
SIGNATURE	
The Above Signed Authorizes FASTSIGNS to Charge the Amount Stated CUSTOM SIGNS ARE NON REFUNDABLE

Thank you very much for your business!
Final Proofing is the customer's responsibility. Any changes or corrections made after production will be done at the customer's expense.
No cancellations. No refunds. All Signage is the property of FASTSIGNS until payment is received in full. Engineering and Permitting are not included unless otherwise noted. Any signage that is not picked up beyond 60 days of order completion will be disposed of at the discretion of FASTSIGNS.

Signature:	Date:

www.fastsigns.com/265

Work Order: 146611
Designer:	MV

Dibond 3mm - 12” x 18” | qty 1

Size: Material: Thickness: Qty:

12” x 18”H
Dibond 3mm
1

			
			
Hours
of Operation:	
Dawn to Dusk	

Single Side Contour Cut
Front Lay Back Lay
Laminate: Gloss Matte
Routing:

18 in

Mica Face ADA
Painting Required
Color: Pantone XXXC
Color: SW XXXC
Color: Other XXXC

Proof #

Double Side Engrave
Direct Print White Ink

Floor
Dry Erase

Dimensional LEDs

Color: X XXXC
Color: X XXXC
Color: X XXXC

1

2

3

4

5

6

+

12 in

Please review this proofs closely. Final approval must be received prior to production. Please note, the customer is responsible for final approval and assumes the liability for accuracy and correctness.
Additionally, the sizes may not be the exact scale but are proportional to the actual signs in question.

Section 4

Docusign Envelope ID: A82F68DC-76BA-436C-8449-6895557AF673

Proposal # : 427	Proposal

	Governmental Management Services - CF	
Maintenance Services Phone: 407-201-1514
Email: Abailey@gmscﬂ.com	

Bill To/District
Saddle Creek CDD	Prepared By:
Governmental Management Services- CF, LLC
219 E. Livingston Street Orlando, FL 32801	
Multi Work	
Pressure wash amenities Clean umbrella
Change the shower handle Pressure wash 3 lift station fences	

Qty	Description	Unit Price	Line Total	
16	Labor	$50.00	$800.00	
1	Mobilization	$65.00	$65.00	
1	Equipment (Pressure wash trailer)		$179.00	
	Materials		$56.00	

				
				
Total Due:	$1,100.00	
This Proposal is Valid for 30 days.

4/16/2025

Client Signature:

Section 5

Item will be provided under separate cover.

Section 6

200 S. F. Street	
Haines City, Florida 33844	
Phone 863-422-5207 | Fax 863-422-1816

Date: 4.8.2025			Polk County License # 214815	
SUBMITTED TO:		Job Name / Location:	
GMS Services

Allen Bailey Phone:407--460-4424
Email: abailey@gmscfl.com		All
Winter Haven, FL 33884	
TOP CHOICE INSECTICIDE THIS PRODUCT CAN ONLY BE USED WITH THE CORRECT LICENSE AND CERTIFICATION	
	Qty	Unit	Unit Cost	TOTAL	
Top Choice	1000	SQ FT	$11.00	$11,000.00	
				$0.00	
				$0.00	
				$0.00	
				$0.00	
				$0.00	
				$11,000.00	

The customer agrees, that by signing this proposal, it shall become a legal and binding contract and shall supersede any previous agreements, discussed or implied. The customer further agrees to all terms and conditions set forth within and shall be responsible for any/all court and/or attorney fees incurred by Prince and Sons, Inc.required to obtain collection for any portion of money owed for material and/or work performed by Prince and Sons Inc.
Submitted by: Matrl Stripling	Accepted by:	
Date Submitted: 4.8.2025	Date Accepted: 		

Section D

Section 1

Saddle Creek Preserve Community Development District

Summary of Check Register

March 13, 2025 to April 9, 2025

Fund	Date	Check No.'s	Amount

General Fund

3/19/25	525-527
3/24/25	528-529

$	3,178.44
$	349,096.00

3/26/25	530

 $	3,712.69 
 $	355,987.13 

Supervisors
March 13, 2025 to April 9, 2025
Lori A Campagna	50004, 50006, 50008	$	554.10	
Kelly A Evans	50005, 50007	$	369.40	
Erica F Miro Smith	50009	$	184.70	

Abby M Morrobel	50010

 $	184.70 
 $	1,292.90 

Total Amount	$	357,280.03

AP300R	YEAR-TO-DATE ACCOUNTS PAYABLE PREPAID/COMPUTER CHECK REGISTER	RUN	4/16/25	PAGE	1
*** CHECK DATES 03/13/2025 - 04/09/2025 ***	SADDLE CREEK PRESERVE - GF
BANK A GENERAL FUND
CHECK	VEND#	.....INVOICE..... ...EXPENSED TO...		VENDOR NAME	STATUS	AMOUNT	....CHECK..... DATE			DATE	INVOICE	YRMO	DPT ACCT# SUB	SUBCLASS				AMOUNT	#
3/19/25 00022	3/16/25 11671	202502 310-51300-31500	*	2,191.94
GNRL COUNSEL MTG- FEB25
KILINSKI VAN WYK PLLC	2,191.94 000525
- - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - -
3/19/25 00047	3/15/25 2210014- 202502 310-51300-31100	*	412.50
ENGINEERING FEES- FEB25
LANDMARK ENGINEERING & SURVEYING	412.50 000526
- - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - -
3/19/25 00051	3/17/25 96480	202503 330-57200-34500	*	574.00
SECUIRTY SVCS- MAR25
NATION SECURITY SERVICES LLC	574.00 000527
- - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - -
3/24/25 00053	3/24/25 03242025 202503 300-58100-10000	*	59,096.00
FY25 CAPITAL RESERVE TRSF
STATE BOARD OF ADMINISTRATION C/O	59,096.00 000528
- - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - -
3/24/25 00054	3/24/25 03242025 202503 300-10100-10100	*	290,000.00
GF EXCESS TRANSFER
SADDLE CREEK PRESERVE OF POLK	290,000.00 000529
- - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - -
3/26/25 00060	1/31/25 1	202501 320-53800-48000	*	710.40
EROSION FILL- JAN25
1/31/25 2	202501 330-57200-48000	*	591.50
AMENITY MAINT- JAN25
1/31/25 3	202501 330-57200-48000	*	308.77
RPLC SOLAR LIGHT- JAN25
1/31/25 4	202501 320-53800-48000	*	1,680.48
GENERAL MAINT- JAN25
1/31/25 5	202501 320-53800-48000	*	421.54
GENERAL MAINT- JAN25
GOVERNMENTAL MANAGEMENT SERVICES-TA	3,712.69 000530
- - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - -
TOTAL FOR BANK A	355,987.13
TOTAL FOR REGISTER	355,987.13

SCPP SAD CREEK PRES ZYAN

Section 2

Saddle Creek Preserve
Community Development District

Unaudited Financial Reporting
March 31, 2025

Table of Contents

1		Balance Sheet	

2-3	
	General Fund	

4	
	Series 2020 Debt Service Fund	

5	
	Series 2022 Debt Service Fund	

6	
	Series 2020 Capital Projects Fund	

7	
	Series 2022 Capital Projects Fund	

8	
	Capital Reserve Fund	

9-10	
	Month to Month	

11	
	Long Term Debt Report	

12	
	Assessment Receipt Schedule	

Combined Balance Sheet March 31, 2025

	General Fund	Debt Service Fund	Capital Reserve	Capital Projects Fund	Totals Governmental Funds	
Assets:
Cash:
Operating Account - Truist Money Market - Bank United State Board Assessment
Series 2020 Reserve Revenue Construction
Series 2022 Reserve Revenue
Prepaid Expenses
Due from General Fund	

$	144,597
$	545,701
$	-

$	-
$	-
$	-

$	-
$	-
$	337
$	-	

$	-
$	-
$	-

$	156,750
$	352,959
$	-

$	143,826
$	301,284
$	-
$	6,444	

$	-
$	-
$	152,139

$	-
$	-
$	-

$	-
$	-
$	-
$	-	

$	-
$	-
$	-

$	-
$	-
$	2

$	-
$	-
$	-
$	-	

$	144,597
$	545,701
$	152,139

$	156,750
$	352,959
$	2

$	143,826
$	301,284
$	337
$	6,444	
Total Assets	$	690,634	$	961,263	$	152,139	$	2	$	1,804,038	
Liabilities: Accounts Payable Due to Debt Service	

$	21,192
$	6,444	

$	-
$	-	

$	-
$	-	

$	-
$	-	

$	21,192
$	6,444	
Total Liabilities	$	27,636	$	-	$	-	$	-	$	27,636	

Fund Balances:
Assigned for:
Capital Reserves
Nonspendable
Deposits & Prepaid Items Restricted for:
Debt Service - Series 2020
Debt Service - Series 2022 Capital Projects - Series 2020
Unassigned	

$	-

$	337

$	-
$	-
$	-
$	662,661	

$	-

$	-

$	508,892
$	452,371
$	-
$	-	

$	152,139

$	-

$	-
$	-
$	-
$	-	

$	-

$	-

$	-
$	-
$	2
$	-	

$	152,139

$	337

$	508,892
$	452,371
$	2
$	662,661	
Total Fund Balances	$	662,998	$	961,263	$	152,139	$	2	$	1,776,402	
						
Total Liabilities & Fund Balance	$	690,634	$	961,263	$	152,139	$	2	$	1,804,038	

	Adopted	Prorated Budget	Actual		
	Budget	Thru 03/31/25	Thru 03/31/25	Variance	

Revenues					
Assessments - On Roll	$	604,543	$	604,543	$	574,083	$	(30,459)	
Interest Income	$	-	$	-	$	5,478	$	5,478	
Total Revenues	$	604,543	$	604,543	$	579,561	$	(24,982)	

Expenditures:					
General & Administrative:					
Supervisor Fees	$	12,000	$	6,000	$	3,800	$	2,200	
FICA Expenses	$	-	$	-	$	122	$	(122)	
Engineer Fees	$	15,000	$	7,500	$	1,013	$	6,488	
Dissemination Fees	$	7,875	$	3,938	$	3,938	$	-	
Assessment Administration	$	5,565	$	5,565	$	5,565	$	-	
Arbitrage	$	900	$	900	$	900	$	-	
Attorney Fees	$	25,000	$	12,500	$	18,970	$	(6,470)	
Audit Fees	$	7,500	$	-	$	-	$	-	
Trustee Fees	$	8,082	$	5,388	$	5,388	$	-	
Management Fees	$	45,000	$	22,500	$	22,500	$	-	
Information Technology	$	1,890	$	945	$	945	$	-	
Website Maintenance	$	1,260	$	630	$	630	$	-	
Postage & Delivery	$	500	$	250	$	433	$	(183)	
Insurance	$	6,500	$	6,500	$	6,161	$	339	
Copies	$	500	$	250	$	20	$	230	
Legal Advertising	$	2,500	$	1,250	$	3,305	$	(2,055)	
Other Current Charges	$	1,000	$	1,056	$	1,056	$	-	
Office Supplies	$	100	$	50	$	17	$	33	
Dues, Licenses & Subscriptions	$	175	$	175	$	175	$	-	
Subtotal General & Administrative:	$	141,347	$	75,396	$	74,937	$	460	

	Adopted	Prorated Budget	Actual		
	Budget	Thru 03/31/25	Thru 03/31/25	Variance	

Operations and Maintenance					
Field Expenditures					
Property Insurance	$	16,000	$	16,000	$	12,114	$	3,886	
Field Management	$	17,530	$	8,765	$	8,765	$	(0)	
Landscape Maintenance	$	107,400	$	53,700	$	53,187	$	513	
Landscape Replacement	$	25,000	$	12,500	$	410	$	12,090	
Mitigation Monitoring	$	4,600	$	2,300	$	-	$	2,300	
Lake Maintenance	$	18,180	$	9,090	$	7,575	$	1,515	
Streetlights	$	49,500	$	24,750	$	10,679	$	14,071	
Electric	$	5,500	$	2,750	$	1,904	$	846	
Water & Sewer	$	1,500	$	750	$	693	$	57	
Sidewalk & Asphalt Maintenance	$	2,500	$	1,250	$	18,865	$	(17,615)	
Irrigation Repairs	$	7,500	$	3,750	$	622	$	3,128	
Lift Station Maintenance	$	20,000	$	10,000	$	14,021	$	(4,021)	
General Repairs & Maintenance	$	10,000	$	5,000	$	7,441	$	(2,441)	
Contingency	$	7,000	$	3,500	$	1,950	$	1,550	
Subtotal Field Expenditures	$	292,210	$	154,105	$	138,226	$	15,879	

Amenity Expenditures					
Amenity - Electric	$	14,400	$	7,200	$	3,759	$	3,441	
Amenity - Water	$	5,000	$	2,500	$	-	$	2,500	
Internet	$	1,650	$	825	$	776	$	49	
Pest Control	$	1,440	$	720	$	600	$	120	
Janitorial Service	$	10,200	$	5,100	$	4,080	$	1,020	
Security Services	$	30,000	$	15,000	$	574	$	14,426	
Pool Maintenance	$	19,200	$	9,600	$	7,075	$	2,525	
Amenity Repairs & Maintenance	$	10,000	$	5,000	$	1,960	$	3,040	
Amenity Management	$	10,000	$	5,000	$	5,000	$	0	
Contingency	$	10,000	$	5,000	$	250	$	4,750	
Subtotal Amenity Expenditures	$	111,890	$	55,945	$	24,074	$	31,871	
					
Total Expenditures	$	545,447	$	285,446	$	237,237	$	48,209	
					
Excess (Deficiency) of Revenues over Expenditures	$	59,096		$	342,324		

Other Financing Sources /(Uses)					
Transfer In (Out)	$	(59,096)	$	(59,096)	$	(59,113)	$	(18)	
Total Other Financing Sources/(Uses)	$	(59,096)		$	(59,113)		
					
Net Change in Fund Balance	$	-		$	283,211		
					
Fund Balance - Beginning	$	-		$	379,787		
					
Fund Balance - Ending	$	-		$	662,998		

3

	Adopted	Prorated Budget	Actual		
	Budget	Thru 03/31/25	Thru 03/31/25	Variance	

Revenues					
Assessments - Tax Roll	$	313,500	$	297,827	$	297,827	$	-	
Interest	$	3,460	$	3,460	$	6,632	$	3,173	
Total Revenues	$	316,960	$	301,287	$	304,460	$	3,173	

Expenditures:					
Interest Expense - 12/15	$	96,950	$	96,950	$	96,950	$	-	
Principal Expense - 6/15	$	120,000	$	-	$	-	$	-	
Interest Expense - 6/15	$	96,950	$	-	$	-	$	-	
Total Expenditures	$	313,900	$	96,950	$	96,950	$	-	

Fund Balance - Ending	$	135,963	$	508,892

Fund Balance - Beginning	$	132,904	$	301,382

Excess (Deficiency) of Revenues over Expenditures	$	3,060	$	207,510

	Adopted	Prorated Budget	Actual		
	Budget	Thru 03/31/25	Thru 03/31/25	Variance	

Revenues				
Assessments - Tax Roll	$	287,653	$	273,605	$	273,605	$	-	
Interest	$	2,650	$	2,650	$	7,158	$	4,509	
Total Revenues	$	290,303	$	276,254	$	280,763	$	4,509	

Expenditures:
Interest Expense - 12/15	

$	87,364	

$	87,364	$	87,364	

$	-	
Principal Expense - 12/15	$	115,000	$	115,000	$	110,000	$	(5,000)	
Interest Expense - 6/15	$	85,920	$	-	$	-	$	-	
Total Expenditures	$	288,284	$	202,364	$	197,364	$	(5,000)	
				
Excess (Deficiency) of Revenues over Expenditures	$	2,019	$	-	$	83,399	$	9,509	
				
Fund Balance - Beginning	$	213,549	$	-	$	368,972	$	-	
				
Fund Balance - Ending	$	215,568	$	-	$	452,371	$	-	

Revenues

Interest	

$	

-	$	

-	$	0	

$	0	
Total Revenues	$	-	$	-	$	0	$	0	

Expenditures:

Miscellaneous Expense	

$	

-	$	

-	$	246	

$	(246)	
Total Expenditures	$	-	$	-	$	246	$	(246)	
					
Excess (Deficiency) of Revenues over Expenditures	$	-	$	(246)		
					
Fund Balance - Beginning	$	-	$	231		
					
Fund Balance - Ending	$	-	$	2		

Revenues

Developer Contribution	

$	

-	$	

-	$	193	

$	193	
Total Revenues	$	-	$	-	$	193	$	193	

Expenditures:

Capital Outlay	

$	

-	$	

-	$	193	

$	(193)	
Total Expenditures	$	-	$	-	$	193	$	(193)	
					
Excess (Deficiency) of Revenues over Expenditures	$	-	$	-		
					
Net Change in Fund Balance	$	-	$	-		
					
Fund Balance - Beginning	$	-	$	-		
					
Fund Balance - Ending	$	-	$	-		

Saddle Creek Preserve
Community Development District Capital Reserve
Statement of Revenues, Expenditures, and Changes in Fund Balance
For The Period Ending March 31, 2025

	Adopted	Prorated Budget	Actual		
	Budget	Thru 03/31/25	Thru 03/31/25	Variance	

Revenues

Interest Income	

$	-	

$	-	

$	2,189	

$	2,189	
Total Revenues	$	-	$	-	$	2,189	$	2,189	

Other Financing Sources/(Uses)

Transfer In/(Out)	

$	59,096	

$	-	

$	59,096	

$	(59,096)	
Total Other Financing Sources/(Uses)	$	59,096	$	-	$	59,096	$	(59,096)	
					
Net Change in Fund Balance	$	59,096		$	61,285		
					
Fund Balance - Beginning	$	56,726		$	90,854		
					
Fund Balance - Ending	$	115,821		$	152,139		

Oct	Nov	Dec	Jan	Feb	Mar	Apr	May	Jun	Jul	Aug	Sep	Total

Revenues		
Assessments - On Roll	$	-	$	12,243	$	546,604	$	3,347	$	5,415	$	6,474	$	-  $	-  $	-  $	-  $	-  $	-  $	574,083	
Interest Income	$	988	$	902	$	894	$	859	$	779	$	1,056	$	-  $	-  $	-  $	-  $	-  $	-  $	5,478	
Total Revenues	$	988	$	13,146	$	547,498	$	4,206	$	6,194	$	7,530	$	-	$	-	$	-	$	-	$	-	$	-	$	579,561	

Expenditures:								
General & Administrative:								
Supervisor Fees	$	800	$	600	$	800	$	-	$	-	$	1,600	$	-  $	-  $	-  $	-  $	-  $	-  $	3,800	
FICA Expenses	$	-	$	-	$	-	$	-	$	-	$	122	$	-  $	-  $	-  $	-  $	-  $	-  $	122	
Engineer Fees	$	350	$	-	$	250	$	-	$	413	$	-	$	-  $	-  $	-  $	-  $	-  $	-  $	1,013	
Dissemination Fees	$	656	$	656	$	656	$	656	$	656	$	656	$	-  $	-  $	-  $	-  $	-  $	-  $	3,938	
Assessment Administration	$	5,565	$	-	$	-	$	-	$	-	$	-	$	-  $	-  $	-  $	-  $	-  $	-  $	5,565	
Arbitrage	$	-	$	-	$	-	$	450	$	450	$	-	$	-  $	-  $	-  $	-  $	-  $	-  $	900	
Attorney Fees	$	3,053	$	4,253	$	5,652	$	3,820	$	2,192	$	-	$	-  $	-  $	-  $	-  $	-  $	-  $	18,970	
Audit Fees	$	-	$	-	$	-	$	-	$	-	$	-	$	-  $	-  $	-  $	-  $	-  $	-  $	-	
Trustee Fees	$	1,684	$	3,704	$	-	$	-	$	-	$	-	$	-  $	-  $	-  $	-  $	-  $	-  $	5,388	
Management Fees	$	3,750	$	3,750	$	3,750	$	3,750	$	3,750	$	3,750	$	-  $	-  $	-  $	-  $	-  $	-  $	22,500	
Information Technology	$	158	$	158	$	158	$	158	$	158	$	158	$	-  $	-  $	-  $	-  $	-  $	-  $	945	
Website Maintenance	$	105	$	105	$	105	$	105	$	105	$	105	$	-  $	-  $	-  $	-  $	-  $	-  $	630	
Postage & Delivery	$	19	$	44	$	31	$	202	$	51	$	85	$	-  $	-  $	-  $	-  $	-  $	-  $	433	
Insurance	$	6,161	$	-	$	-	$	-	$	-	$	-	$	-  $	-  $	-  $	-  $	-  $	-  $	6,161	
Copies	$	-	$	3	$	-	$	14	$	-	$	3	$	-  $	-  $	-  $	-  $	-  $	-  $	20	
Legal Advertising	$	-	$	983	$	-	$	1,253	$	-	$	1,068	$	-  $	-  $	-  $	-  $	-  $	-  $	3,305	
Other Current Charges	$	202	$	41	$	202	$	202	$	205	$	205	$	-  $	-  $	-  $	-  $	-  $	-  $	1,056	
Office Supplies	$	2	$	3	$	3	$	3	$	3	$	3	$	-  $	-  $	-  $	-  $	-  $	-  $	17	
Dues, Licenses & Subscriptions	$	175	$	-	$	-	$	-	$	-	$	-	$	-  $	-  $	-  $	-  $	-  $	-  $	175	
Subtotal General & Administrative:	$	22,680	$	14,300	$	11,607	$	10,612	$	7,982	$	7,756	$	-  $	-  $	-  $	-  $	-  $	-  $	74,937	

Oct	Nov	Dec	Jan	Feb	Mar	Apr	May	Jun	Jul	Aug	Sep	Total

Operations and Maintenance		
Field Expenditures
Property Insurance	

$	12,114	

$	-	

$	-	

$	-	

$	-	

$	-	

$	-  $	-  $	-  $	-  $	-  $	-  $	12,114	
Field Management	$	1,461	$	1,461	$	1,461	$	1,461	$	1,461	$	1,461	$	-  $	-  $	-  $	-  $	-  $	-  $	8,765	
Landscape Maintenance	$	8,612	$	8,612	$	8,612	$	8,612	$	8,612	$	10,127	$	-  $	-  $	-  $	-  $	-  $	-  $	53,187	
Landscape Replacement	$	-	$	-	$	-	$	410	$	-	$	-	$	-  $	-  $	-  $	-  $	-  $	-  $	410	
Mitigation Monitoring	$	-	$	-	$	-	$	-	$	-	$	-	$	-  $	-  $	-  $	-  $	-  $	-  $	-	
Lake Maintenance	$	1,515	$	1,515	$	1,515	$	1,515	$	1,515	$	-	$	-  $	-  $	-  $	-  $	-  $	-  $	7,575	
Streetlights	$	1,737	$	1,789	$	1,789	$	1,789	$	1,788	$	1,788	$	-  $	-  $	-  $	-  $	-  $	-  $	10,679	
Electric	$	334	$	302	$	294	$	262	$	401	$	310	$	-  $	-  $	-  $	-  $	-  $	-  $	1,904	
Water & Sewer	$	119	$	121	$	121	$	125	$	105	$	102	$	-  $	-  $	-  $	-  $	-  $	-  $	693	
Sidewalk & Asphalt Maintenance	$	-	$	-	$	-	$	-	$	-	$	18,865	$	-  $	-  $	-  $	-  $	-  $	-  $	18,865	
Irrigation Repairs	$	-	$	129	$	-	$	423	$	-	$	71	$	-  $	-  $	-  $	-  $	-  $	-  $	622	
Lift Station Maintenance	$	200	$	2,810	$	10,262	$	475	$	275	$	-	$	-  $	-  $	-  $	-  $	-  $	-  $	14,021	
General Repairs & Maintenance	$	375	$	1,074	$	2,500	$	3,492	$	-	$	-	$	-  $	-  $	-  $	-  $	-  $	-  $	7,441	
Contingency	$	-	$	-	$	1,950	$	-	$	-	$	-	$	-  $	-  $	-  $	-  $	-  $	-  $	1,950	
Subtotal Field Expenditures	$	26,467	$	17,812	$	28,503	$	18,564	$	14,157	$	32,723	$	-  $	-  $	-  $	-  $	-  $	-  $	138,226	

Amenity Expenditures
Amenity - Electric	

$	612	

$	590	

$	648	

$	1,267	

$	-	

$	643	

$	-  $	-  $	-  $	-  $	-  $	-  $	3,759	
Amenity - Water	$	-	$	-	$	-	$	-	$	-	$	-	$	-  $	-  $	-  $	-  $	-  $	-  $	-	
Internet	$	130	$	126	$	130	$	130	$	130	$	130	$	-  $	-  $	-  $	-  $	-  $	-  $	776	
Pest Control	$	120	$	120	$	120	$	120	$	-	$	120	$	-  $	-  $	-  $	-  $	-  $	-  $	600	
Janitorial Service	$	675	$	685	$	675	$	675	$	695	$	675	$	-  $	-  $	-  $	-  $	-  $	-  $	4,080	
Amenity Access	$	833	$	833	$	833	$	833	$	833	$	833	$	-  $	-  $	-  $	-  $	-  $	-  $	5,000	
Security Services	$	-	$	-	$	-	$	-	$	-	$	574	$	-  $	-  $	-  $	-  $	-  $	-  $	574	
Pool Maintenance	$	1,415	$	1,415	$	-	$	1,415	$	1,415	$	1,415	$	-  $	-  $	-  $	-  $	-  $	-  $	7,075	
Amenity Repairs & Maintenance	$	200	$	-	$	650	$	900	$	-	$	210	$	-  $	-  $	-  $	-  $	-  $	-  $	1,960	
Contingency	$	250	$	-	$	-	$	-	$	-	$	-	$	-  $	-  $	-  $	-  $	-  $	-  $	250	
Subtotal Amenity Expenditures	$	4,235	$	3,769	$	3,056	$	5,341	$	3,073	$	4,600	$	-  $	-  $	-  $	-  $	-  $	-  $	24,074	
								
Total Expenditures	$	53,382	$	35,880	$	43,166	$	34,517	$	25,213	$	45,079	$	-  $	-  $	-  $	-  $	-  $	-  $	237,236	
								
Excess (Deficiency) of Revenues over Expenditures	$	(52,394)	$	(22,734)	$	504,332	$	(30,311)	$	(19,019)	$	(37,550)	$	-	$	-	$	-	$	-	$	-	$	-	$	342,325	

Other Financing Sources/(Uses)								
Transfer In/(Out)	$	-	$	-	$	-	$	-	$	-	$	(59,113)	$	-  $	-  $	-  $	-  $	-  $	-  $	(59,113)	
Total Other Financing Sources/(Uses)	$	-	$	-	$	-	$	-	$	-	$	(59,113)	$	-  $	-  $	-  $	-  $	-  $	-  $	(59,113)	
								
Net Change in Fund Balance	$	(52,394)	$	(22,734)	$	504,332	$	(30,311)	$	(19,019)	$	(96,663)	$	-  $	-  $	-  $	-  $	-  $	-  $	283,211	

Saddle Creek Preserve
Community Development District Long Term Debt Report

	Series 2020, Special Assessment Revenue Bonds		
Interest Rate:	2.500%, 3.000%, 4.000%, 4.000%		
Maturity Date:	6/15/2050		
Reserve Fund Definition	50% Maximum Annual Debt Service		
Reserve Fund Requirement	$156,750		
Reserve Fund Balance	$156,750		
Bonds Outstanding - 10/06/2020		$5,500,000	
Less: Principal Payment - 6/15/21		($105,000)	
Less: Principal Payment - 6/15/22		($110,000)	
Less: Principal Payment - 6/15/23		($115,000)	
Less: Principal Payment - 6/15/24		($115,000)	
Current Bonds Outstanding		$5,055,000	

	Series 2022, Special Assessment Revenue Bonds		
Interest Rate:	2.625%, 3.100%, 3.350%, 4.000%		
Maturity Date:	12/15/2051		
Reserve Fund Definition	50% Maximum Annual Debt Service		
Reserve Fund Requirement	$143,826		
Reserve Fund Balance	$143,826		
Bonds Outstanding - 02/10/2022		$5,155,000	
Less: Principal Payment - 12/15/22		($130,000)	
Less: Principal Payment - 12/15/23		($110,000)	
Less: Principal Payment - 12/15/24		($110,000)	
Current Bonds Outstanding		$4,805,000	

Saddle Creek Preserve
COMMUNITY DEVELOPMENT DISTRICT
Special Assessment Receipts Fiscal Year 2025

Gross Assessments	$ 650,046.00	$ 337,236.00	$ 309,808.00	$	1,297,090.00	
Net Assessments	$ 604,542.78	$ 313,629.48	$ 288,121.44	$	1,206,293.70	
	50.12%	26.00%	23.88%	100.00%	

ON ROLL ASSESSMENTS

Date	
Distribution	
Gross Amount	
iscount/Penalt	
Commission	
Interest	
Net Receipts	
General Fund	2020 Debt Service	2022 Debt Service	
Total	

11/12/24	
10/21/24	
$649.91	
($34.12)	
($12.32)	
$0.00	
$603.47	
$302.43	
$156.90	
$144.14	
$603.47	
11/12/24	10/21/24	$739.64	($38.83)	($14.02)	$0.00	$686.79	$344.19	$178.56	$164.04	$686.79	
11/19/24	11/01-11/07/24	$1,344.00	($53.76)	($25.80)	$0.00	$1,264.44	$633.68	$328.75	$302.01	$1,264.44	
11/19/24	11/01-11/07/24	$1,529.52	($61.17)	($29.37)	$0.00	$1,438.98	$721.15	$374.13	$343.70	$1,438.98	
11/26/24	11/08-11/15/24	$10,706.64	($428.27)	($205.57)	$0.00	$10,072.80	$5,048.06	$2,618.87	$2,405.87	$10,072.80	
11/26/24	11/08-11/15/24	$11,016.00	($440.62)	($211.51)	$0.00	$10,363.87	$5,193.93	$2,694.55	$2,475.39	$10,363.87	
12/06/24	11/16-11/26/24	$24,452.00	($978.02)	($469.48)	$0.00	$23,004.50	$11,528.87	$5,981.04	$5,494.59	$23,004.50	
12/06/24	11/16-11/26/24	$24,472.32	($978.88)	($469.87)	$0.00	$23,023.57	$11,538.42	$5,986.00	$5,499.15	$23,023.57	
12/20/24	11/27-11/30/24	$550,584.00	($22,022.26)	($10,571.23)	$0.00	$517,990.51	$259,594.67	$134,674.58	$123,721.26	$517,990.51	
12/20/24	11/27-11/30/24	$555,215.76	($22,207.85)	($10,660.16)	$0.00	$522,347.75	$261,778.34	$135,807.43	$124,761.98	$522,347.75	
12/27/24	12/01-12/15/24	$9,136.00	($335.87)	($176.00)	$0.00	$8,624.13	$4,322.05	$2,242.22	$2,059.86	$8,624.13	
12/27/24	12/01-12/15/24	$9,177.12	($336.49)	($176.81)	$0.00	$8,663.82	$4,341.94	$2,252.54	$2,069.34	$8,663.82	
10/15/24	1%Admin Fee	($12,970.90)	$0.00	$0.00	$0.00	($12,970.90)	($6,500.46)	($3,372.36)	($3,098.08)	($12,970.90)	
01/10/25	12/16-12/31/24	$3,453.98	($103.62)	($67.01)	$0.00	$3,283.35	$1,645.47	$853.65	$784.22	$3,283.34	
01/10/25	12/16-12/31/24	$3,571.04	($107.12)	($69.28)	$0.00	$3,394.64	$1,701.25	$882.59	$810.80	$3,394.64	
02/03/25	10/1-12/31/24	$0.00	$0.00	$0.00	$880.11	$880.11	$441.07	$228.82	$210.21	$880.10	
02/03/25	10/1-12/31/24	$0.00	$0.00	$0.00	$873.51	$873.51	$437.77	$227.11	$208.64	$873.52	
02/10/25	1/1-1/31/25	$4,836.00	($96.72)	($94.79)	$0.00	$4,644.49	$2,327.62	$1,207.54	$1,109.33	$4,644.49	
02/10/25	1/1-1/31/25	$4,588.56	($91.77)	($89.94)	$0.00	$4,406.85	$2,208.52	$1,145.76	$1,052.57	$4,406.85	
03/07/25	2/1-2/28/25	$6,513.02	($61.19)	($129.04)	$0.00	$6,322.79	$3,168.71	$1,643.89	$1,510.19	$6,322.79	
03/07/25	2/1-2/28/25	$6,795.03	($64.46)	($134.61)	$0.00	$6,595.96	$3,305.61	$1,714.91	$1,575.44	$6,595.96	
	TOTAL	$  1,215,809.64	$ (48,441.02)	$ (23,606.81)	$	1,753.62	$ 1,145,515.43	$ 574,083.29	$ 297,827.48	$ 273,604.65	$	1,145,515.42	

95%
$60,778.27

Net Percent Collected Balance Remaining to Collect