Randal Park Community Development District

Agenda December 20, 2024

Agenda

Randal Park
Community Development District

December 13, 2024

Board of Supervisors Randal Park Community Development District

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

Dear Board Members:

The Board of Supervisors of Randal Park Community Development District will meet Friday, December 20, 2024 at 9:30 AM at the Randal Park Clubhouse, 8730 Randal Park Blvd., Orlando, Florida 32832. Following is the advance agenda for the meeting:

Roll Call
Public Comment Period
Organizational Matters
Administration of Oath of Office to Newly Elected Board Member
Review of Letter(s) of Interest/Resume(s) for Board Vacancy in Seat #3
Appointment of Individual to Fulfill the Board Vacancy with a Term Ending November 2026
Administration of Oath of Office to Newly Appointed Board Member
Election of Officers
Consideration of Resolution 2025-01 Electing Officers
Engineer’s Report
Approval of Minutes of the November 15, 2024 Board of Supervisors Meeting
Presentation on Strategic Plan − ADDED
Discussion of Proposal for Randal House Furniture
Staff Reports
Attorney
District Manager’s Report
Approval of Check Register
Balance Sheet and Income Statement
Field Manager’s Report
Amenity Report
Supervisor’s Requests
Other Business
Next Meeting Date – January 17, 2024
Adjournment

The balance of the agenda will be discussed at the meeting. In the meantime, if you have any questions, please contact me.

Sincerely,

Sincerely,

Jason M. Showe District Manager

CC:	Jan Carpenter, District Counsel James Hoffman, District Engineer Marcia Calleja, Amenity Manager
Alexandra Penagos, Community Manager Darrin Mossing, GMS

Enclosures

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Christopher “Brandon” Swendsen 8985 Randal Park Blvd
Orlando, FL, 32832 bswendsen@spotlight-energy.com 352-278-6791
November 15, 2024

Jason M. Showe
Senior District Manager
Governmental Management Services, Central Florida 219 E. Livingston St
Orlando, FL 32801

Dear Jason,

I am writing to formally express my interest in Seat 3 on the Randal Park Community Development District board.
As a resident of Randal Park for over 4 years, I have an appreciation for the challenges and opportunities we face. I’m excited to contribute to the future development and success of our neighborhood. I believe my experience in project management, ﬁnance, and analytics would make me an asset to the board. I’m committed to working alongside fellow board members to meet the needs of our neighbors.
Thank you for the consideration of my candidacy. I hope to work with you, and the board members,
to make a meaningful difference in our truly special community.

Sincerely,

Christopher “Brandon” Swendsen

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RESOLUTION 2025-01
A RESOLUTION ELECTING OFFICERS OF THE RANDAL PARK COMMUNITY DEVELOPMENT DISTRICT

WHEREAS, the Board of Supervisors of the Randal Park Community Development District at a regular business meeting held on December 20, 2024 desires to elect the below recited persons to the offices specified.

NOW, THEREFORE, BE IT RESOLVED BY THE BOARD OF SUPERVISORS OF THE RANDAL PARK COMMUNITY DEVELOPMENT DISTRICT:

1. The following persons were elected to the offices shown, to wit:

Chairman
Vice Chairman Secretary
Assistant Secretary Assistant Secretary Assistant Secretary Assistant Secretary Treasurer
Assistant Treasurer Assistant Treasurer

PASSED AND ADOPTED THIS 20th DAY OF DECEMBER 2024.

ATTEST:	RANDAL PARK COMMUNITY DEVELOPMENT DISTRICT

Secretary/Assistant Secretary	Chairperson/Vice-Chairperson

Section V

MINUTES OF MEETING RANDAL PARK
COMMUNITY DEVELOPMENT DISTRICT

The regular meeting of the Board of Supervisors of the Randal Park Community Development District was held Friday, November 15, 2024 at 9:30 a.m. at the Randal House Clubhouse, 8730 Randal Park Boulevard, Orlando, Florida.

Present and constituting a quorum were:

Stephany Cornelius	Chairperson
Katie Steuck	Vice Chairperson
Sean Masherella	Assistant Secretary
Marcela Asquith	Assistant Secretary Also present were:
Jason Showe	District Manager
Kristin Trucco	District Counsel
James Hoffman	District Engineer by telephone
Jarett Wright	Field Operations
Alexandra Panagos	CALM
Lathan Smith	Yellowstone

FIRST ORDER OF BUSINESS	Roll Call
Mr. Showe called the meeting to order and called the roll.

SECOND ORDER OF BUSINESS	Public Comment Period
There being no comments, the next item followed.

THIRD ORDER OF BUSINESS	Engineer’s Report
There being no comments, the next item followed.

FOURTH ORDER OF BUSINESS	Approval of the Minutes of the October 18,
2024 Meeting

On MOTION by Ms. Cornelius seconded by Ms. Steuck with all in favor the minutes of the October 18, 2024 meeting were approved as amended.

FIFTH ORDER OF BUSINESS	Staff Reports
Attorney
Ms. Trucco stated with regard to the swim instructor, I spoke with Jan and we reviewed Florida Statutes, Florida Administrative Code and did see some language in here that is going to prompt our recommendation to have an approved vendor list. If residents want to have swim instruction, we will have an approved vendor list that the board selects. We will have them sign a one-page document that they have complied with all Florida Law as it relates to swim instruction at public swimming pools. If a resident wants to hire one of the approved swim instructors they would just need to utilize the guest policy that is already set up at the pool.
Ms. Cornelius asked can we limit the hours of instruction on the waiver?
Ms. Trucco stated we can do that. I will bring the waiver and the resident communication draft to the next meeting.
Ms. Cornelius asked is there a way to regulate how many can take lessons at the same
time?
Ms. Trucco stated you can if Alex is able to have documentation of when they are
scheduled. It will help us monitor this.
Mr. Showe stated we can make that part of the application, that they must communicate lesson times with staff.
Ms. Steuck stated make it as simple as possible and add that it can be amended at any time by the board or staff.

Manager
Approval of Check Registers

On MOTION by Ms. Cornelius seconded by Ms. Steuck with all in favor the check register was approved.

Balance Sheet and Income Statement
A copy of the balance sheet and income statement were included in the agenda package.

Field Manager’s Report
Mr. Wright gave an overview of the field management report, a copy of which is included in the agenda package.

Amenity Report
Ms. Panagos gave an overview of the amenity report, a copy of which is included in the agenda package.

SIXTH ORDER OF BUSINESS	Supervisor’s Requests
There being no comments, the next item followed.

SEVENTH ORDER OF BUSINESS	Other Business
There being no comments, the next item followed.

EIGHTH ORDER OF BUSINESS	Next Meeting Date – December 20, 2024
Mr. Showe stated the next meeting is December 20, 2024.

NINTH ORDER OF BUSINESS	Adjournment

On MOTION by Mr. Masherella seconded by Ms. Cornelius with all in favor the meeting adjourned at 9:49 a.m.

Secretary/Assistant Secretary	Chairman/Vice Chairman

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This 2024 - 2029 strategic plan for Randal Park Community Development District (CDD) was developed by Dominic DiMartino, Natalya Sangster, and Lauren Taylor, graduate students at the University of Central Florida. The document provides a comprehensive framework for the CDD’s future direction, including an organizational summary, stakeholders and mandates analysis, a mission and vision statement, a SWOT and TOWS analysis, and issues, goals, objectives, and strategies. This plan serves as a roadmap for Randal Park CDD’s growth and development over the next five years.

Dominic DiMartino, Natalya Sangster, Lauren Taylor School of Public Administration, University of Central Florida PAD6335: Strategic Planning and Management
Professor Terry N. Henley, Ph.D. Organization: Governmental Management Services Central Florida LLC - Randal Park
Community Development District (CDD)

Table of Contents
Executive Summary	2
Organization History	4
Vision Statement	8
SWOT/TOWS Analysis	9
SWOT Analysis Process	9
SWOT Summary	11
TOWS Analysis Process	11
Summary of Findings	12
Issues, Goals, Objectives, and Strategies	13
Strategic Issue 1—Communication and Online Presence	14
Strategic Issue 2—Environmental Factors and Sustainability	16
Strategic Issue 3—Board Cycle Challenges	18
Strategy Overview	19
Implementation and Evaluation Plan	20
Conclusion	27
References	28
Acknowledgments	29
Contact Information	29

Executive Summary
This report provides an in-depth strategic analysis of Randal Park Community Development District (CDD), managed by Government Management Services (GMS), focusing on key challenges, goals, and the development of strategies to improve the organization’s future. This analysis, prepared by University of Central Florida (UCF) consultants, aims to assess the organization’s current state and recommend actionable strategies for enhancing overall performance. CDDs were established statewide under Chapter 190 of the Florida Statutes to address the needs of specific communities. The Randal Park Community Development District was formed through an ordinance enacted in 2007 by the City of Orlando, adhering to the framework outlined in Chapter 190. The report identifies formal and informal mandates that guide the organization’s operations.
A key component of this strategic analysis includes a SWOT analysis identifying the organization's strengths, weaknesses, opportunities, and threats. Three primary strategic issues are identified during this process: communication and online presence, environmental factors and sustainability, and board cycle challenges. The UCF consultants conducted their primary research by gathering data from the GMS and CDD websites. This primary research led to the first major finding that the organizational communication strategies were minimal. Secondary research consisted of virtually attending a CDD board meeting and conducting a virtual interview with GMS. After the interview with GMS, the consultants further understood that the organization’s communication strategies were solely about compliance. This interview also led to two additional findings: environmental factors and board cycle challenges. GMS District management explained that environmental risk factors like natural disasters and the lack of reserve funding to address these factors may present an ongoing challenge for the community. In

addition, district management expressed that governance and priorities may vary depending on the board members, who change every two years.
Based on the three strategic issues, the UCF consultants provide strategic goals to address the CDD’s challenges. Communication challenges must be addressed by working with web developers to enhance accessibility and create a routine schedule for information updates.
Environmental challenges must be addressed by building a long-term maintenance assessment and developing a healthy fiscal reserve. Lastly, the board cycle challenges must be addressed by creating long-term initiatives that will transcend board member changes and ensuring past, current, and future board members are continuously involved throughout the decision-making process. The report concludes with an implementation and evaluation plan outlining methods to achieve the strategic goals, including budget, timeline, and performance measurements. Randal Park Community Development District (CDD), managed by Government Management Services (GMS), can position itself for improved success by focusing on enhanced communication, sustainability procedures, and governance continuity.

Organization History
Community Development Districts (CDDs) were established statewide under Chapter 190 of the Florida Statutes to address the needs of specific communities. The Randal Park Community Development District was formed through an ordinance enacted in 2007 by the City of Orlando, adhering to the framework outlined in Chapter 190 (Randal Park Community Development District, n.d.). This special district is designed to provide essential services that enhance its residents' overall quality of life while effectively managing community development. The CCDs aim to finance, construct, operate, and maintain critical infrastructure for the Randal Park community in Orlando (Randal Park Community Development District, n.d.). It was created in partnership with the local government to ensure the necessary public services were provided without overburdening the county’s resources. Unlike private homeowner's associations, CDDs are governmental entities with public accountability and tax-exempt financing. Its primary purpose is to manage infrastructure such as roads, stormwater management, landscaping, parks, and recreational facilities—all critical to the well-being of the community's residents. These projects are financed through tax-exempt bonds structured over a 30-year repayment period. The funding was secured through multiple bond series, including Series 2012, Series 2015, and Series 2018, ensuring the phased completion of the community’s infrastructure needs.
Governmental Management Services (GMS) is the largest CDD management company in Florida and provides management services for the Randal Park Community Development District, with twenty more CDDs managed by GMS. GMS handles several key responsibilities (Government Management Services, n.d.). These include organizing and recording all regularly scheduled board of supervisors and landowner meetings. GMS also ensures the presentation of the district’s annual budget in compliance with Chapter 190 and maintains adherence to

administrative and financial reporting requirements for community development districts. Additionally, GMS facilitates communication between the board of supervisors and staff to address the district's and the community's needs. Their responsibilities include preparing agendas for board meetings, drafting the annual budget and financial reports, managing monthly disbursements, and reviewing the annual insurance policy to ensure adequate coverage for the district.
Formal and Informal Mandates
Community Development Districts (CDDs) were established statewide under Chapter 190 of the Florida Statutes. These governmental agencies, such as the Randal Park Community Development District, must adhere to numerous formal mandates at the local, state, and federal levels. Chapter 190 provides detailed guidelines for the operations of these special districts, including how to manage special assessments and the issuance of bonds (Florida Senate, 2012). These regulations are essential for ensuring transparency and accountability within these organizations. Additionally, CDDs are held to a strict code of ethics, which mandates public access to records and requires regular financial auditing. In addition to these formal requirements, CDDs must consider informal mandates, such as community input and engagement. While not legally required, addressing the needs and concerns of the community is essential to maintaining public trust. GMS, which provides management services to these special districts, must comply with the same regulations.
One of the critical challenges CDDs faces is balancing legal obligations with the evolving needs of the communities they serve. Formal mandates provide a clear framework for governance, yet informal expectations—like maintaining consistent communication with residents—demand flexibility and adaptability. Although not enforced by law, community

engagement initiatives are crucial in building rapport between the CDD and its residents. These initiatives can include hosting public forums, conducting surveys, or simply maintaining open lines of communication. In doing so, CDDs can meet their statutory requirements and foster a sense of shared responsibility and community ownership, thereby enhancing overall satisfaction and public trust.
Table 1: Stakeholders & Mandates

Stakeholder	Mandate	
Regulatory Governmental Bodies	Chapter 190 of the Florida Statutes: Operational Guidelines, Public Records, Code of Ethics, Audits	
Community Members	Accountability, Transparency, Satisfaction of the Community’s Needs, Community Engagement	

Major External Events and Trends

The Randal Park Community Development District is influenced by several external trends that shape its operations and planning. Legislative changes often impact funding and regulatory frameworks, affecting how infrastructure projects are initiated and managed.
Economic fluctuations also play a significant role, as shifts in the housing market and local employment rates influence community growth and the district’s funding capabilities. Increasing costs, which typically rise by 3-5% annually, further strain financial resources, necessitating careful management of these expenses.
Climate change and extreme weather events also substantially threaten infrastructure and community services. These environmental factors can lead to increased maintenance costs, potential damages to the community, and a need for enhanced resilience measures. Most recently,

the Randal Park CDD experienced a hurricane that heavily impacted the community’s landscaping, leading to unexpected costs due to the lack of landscape insurance. Political influences, such as local and state leadership shifts, can establish new priorities and alter resource allocation, affecting ongoing and future projects.
Community demographic changes further drive the demand for new infrastructure and services. As the population grows or becomes more diverse, the need for updated amenities, such as parks or recreational facilities, becomes increasingly important. Addressing these external events and trends is critical to meeting the community's evolving needs while maintaining governmental resources. The CDD must carefully balance current demands with long-term planning to ensure sustainability and effective resource management.
In response to these external trends, the CDD must also embrace proactive strategies to remain adaptable in its planning and operations. Regular assessments of community needs and trends help identify areas where adjustments may be required. This could involve adopting new procedures to streamline operations or revising budget allocations to address fiscal priorities.
Furthermore, maintaining open communication with residents and stakeholders ensures that the district remains informed about residents’ concerns and priorities, fostering an inclusive approach to decision-making. By staying responsive to these external forces, the CDD can better align its resources with community expectations while navigating the complexities of long-term planning.
Mission Statement

The Randal Park Community Development District (CDD) was founded in 2006 to improve the quality of life for Orange County, Florida residents. Its mission is to deliver outstanding community services while maintaining infrastructure that sustains a vibrant

residential neighborhood. Its duties include maintaining recreational facilities, managing sustainable stormwater systems, and overseeing landscaping to ensure the community is aesthetically pleasing. It is committed to establishing a thriving community prioritizing fiscal responsibility and accountability, enabling residents to live in a welcoming, secure, and
well-maintained environment. As part of this commitment, the CDD complies with Chapter 190 of the Florida Statutes, ensuring that it meets all legal requirements while upholding transparency and ethical standards.
In addition to its core responsibilities, the CDD actively seeks to engage with the community to understand better and respond to the evolving needs of residents. It regularly holds public meetings where residents are encouraged to voice their concerns and provide input on ongoing projects or proposed initiatives. The primary communication is through an active board that directly interfaces with the district management. This collaborative approach ensures that the district meets its regulatory obligations and fosters community involvement. By maintaining open lines of communication, the CDD can continuously improve its services, ensuring that the community remains a desirable place to live.
Vision Statement
The vision of Randal Park (CDD) is to improve the already well-developed neighborhood in the city of Orlando through transparency, proper budgeting, well-maintained infrastructure, and a positive community environment where residents can thrive. Over the next five years, the CDD strives to improve all community aspects through positive and negative feedback from local residents and our stakeholders. The goal is to make Randal Park (CDD) a pillar and a reference point from which future CDDs can learn.

SWOT/TOWS Analysis

Randal Park Community Development District (CDD) is a special district established under Chapter 190, Florida Statutes (Florida Senate, 2012). It was formed to manage and finance infrastructure, amenities, and services within the Randal Park development (Randal Park Community Development District, n.d.). To assess strategic priorities and areas for growth within the CDD, a SWOT and TOWS matrix was created to analyze its internal strengths and weaknesses against external opportunities and threats. A SWOT analysis examines the strengths, weaknesses, opportunities, and threats an organization faces internally and externally, allowing organizations to strategically improve their performance (Bryson, 2018). In addition, a TOWS analysis is a strategic management tool that expands on the traditional SWOT analysis by focusing on the relationships between those internal and external factors identified in the SWOT.
SWOT Analysis Process
A SWOT analysis was conducted for the Randal Park Community Development District (CDD) to evaluate its internal strengths and weaknesses and external opportunities and threats. This analysis aims to guide strategic planning and enhance the district's ability to meet resident and stakeholder needs. Initially, data was also collected from the organizational website. The data collection process improved through virtually attending a CDD board meeting and consultation with the GMS district management through a virtual Zoom meeting. This session consisted of an interview of the district management conducted by the UCF consultants. After this interview, the district management e-mailed powerpoint information that outlined the roles, responsibilities, and history of the CDD. In addition, through discussions with the GMS district management, a notable challenge was the lack of future planning and reserve funds, which made adapting to meet the residents' needs more difficult than anticipated. This was subsequently

identified as a weakness (Randal Park Community Development District, n.d.). The internal analysis focused on operational aspects such as financial management, community services, and infrastructure maintenance, while external factors like market trends and regulatory changes were assessed to determine potential opportunities and threats. The findings were organized into a four-quadrant SWOT matrix.

Table 2: SWOT Matrix

Strengths	Weaknesses	
Financing tool: assists in the development of the Randal Park community

Transparency: Up-to-date Agendas Positive Resident Feedback Transparent Board Meetings	Future planning: Lack of a clear plan for long-term maintenance of the development

Reserve Funds: Lacking reserve funds leads to the inability to fix issues when they arise.

Insurance: Unable to obtain landscaping insurance due to high cost on residents

Website: The CDD website is purposefully broad due to not wanting to overcomplicate the website; less is better	
Opportunities	Threats	
Increase digital presence: website update, use of social media, potential e-mail marketing

Community Engagement: The board is very involved with the residents, gets along, listens to recommendations, and keeps up with the needs of residents	Board Vacancy: Vacant Assistant Secretary Seat (#3), not advertised on site

Community Disconnect: Potential Decline in Resident Engagement

Increasing Costs: The recent rise in Inflation could affect the cost of maintaining the property

Environmental factors: Climate change, rising development and maintenance costs	

SWOT Summary
The Randal Park Community Development District (CDD) 's SWOT analysis identified key internal strengths, such as well-maintained infrastructure and a solid financial position, which create opportunities for expanding community amenities and enhancing residents' quality of life. However, weaknesses, as indicated in Table 2, including occasional communication gaps and a lack of comprehensive long-term maintenance planning, could hinder community engagement and expose the district to unexpected costs or service disruptions.
Externally, there are opportunities for the CDD to improve resident engagement through better communication and collaboration, allowing for the introduction of new programs that address evolving community needs. However, threats from regulatory changes and environmental factors, like weather events and rising maintenance costs, require proactive management. Additionally, while the CDD maintains transparency on its website, it needs to be updated and easier to navigate, with minimal and outdated resident feedback. A vacant board seat and an outdated FAQ page exacerbate this disconnect (Randal Park Community Development District, n.d.). Nevertheless, the goals set for 2025 present an opportunity to enhance the website with more detailed and organized information for residents.
The SWOT analysis provides a strategic direction for the Randal Park CDD. By leveraging its strengths and addressing its weaknesses, the district can effectively manage external threats and capitalize on growth opportunities (Bryson, 2018).

TOWS Analysis Process
The TOWS matrix, below in Table 3, for the Randal Park CDD was developed using a collaborative process. UCF consultants included the GMS district management in this analysis, which began with an in-depth SWOT analysis. The first step was identifying internal strengths

and weaknesses. This involved reviewing the district's infrastructure management, financial standing, and community engagement. Next, external opportunities and threats were mapped out by assessing environmental factors. UCF consultants organized the data collection into a
four-quadrant TOWS matrix, where each quadrant represented a specific strategy combination of internal and external factors.

Table 3: TOWS Matrix

Internal/External	
Opportunities (O)	
Threats(T)	

Strengths (S)	
SO: Leverage strong infrastructure to expand community services.	
ST: Use solid financial standing to buffer against potential budget cuts.	

Weaknesses (W)	
WO: Improve community engagement by addressing communication gaps.	
WT: Address weaknesses in infrastructure maintenance to avoid increased vulnerability to regulatory changes.	

Summary of Findings

The TOWS analysis provided critical insights into the Randal Park CDD’s strategic positioning. One of the district's main strengths is its well-maintained infrastructure, which can be leveraged to introduce new community services and attract further investment. Additionally, its strong financial position protects against external threats, such as budgetary constraints caused by changes in government funding or economic downturns.
However, the analysis also highlighted several weaknesses, particularly in community engagement. Although the district is effective in its operational management, communication with residents could be enhanced to foster greater involvement. This weakness presents both an

opportunity and a threat. While improving communication could strengthen the community's sense of ownership and satisfaction, failing to do so might leave the district more vulnerable to external regulatory pressures or reputational risks. Regarding threats, upcoming changes to state regulations were identified as a potential challenge, especially maintaining the CDD's infrastructure if proactive measures are not taken to remain compliant. By completing the TOWS analysis, the Randal Park CDD is better positioned to strategically address its strengths and weaknesses while proactively responding to external opportunities and threats. This strategic tool will guide future planning and operational decisions to ensure the continued growth and sustainability of the community.

Issues, Goals, Objectives, and Strategies
The Randal Park Community Development District (CDD), managed by Governmental Management Services Central Florida LLC, seeks to become a more efficient, resident-focused organization that promotes sustainable development and enhances quality of life. The district management aims to streamline operations, improve infrastructure, and strengthen communication with residents, fostering a thriving community supported by transparent governance and responsible financial stewardship. However, challenges remain, including the need for a more substantial online presence for transparency, a long-term maintenance strategy to protect community assets, and disruptions from the two-year election cycle. Addressing these issues is essential for enhancing community engagement and ensuring organizational resilience.
When discussing opportunities for improvement, the district management noted that although the CDD has websites for compliance, the maintenance workload can be tedious for staff. They also emphasized the need to build more reserves for future projects and the lack of landscaping insurance, which presents additional risk. Additionally, they mentioned that the

board election cycle every two years may create instability and represent a weakness in terms of continuity. This analysis outlines the necessary strategic issues, goals, objectives, and strategies to tackle these challenges.
Strategic Issue 1—Communication and Online Presence
How can the Randal Park CDD improve its compliance-related websites to enhance communication and transparency for residents and non-residents while allowing staff to focus on more strategic initiatives?
One significant challenge faced by the Randal Park CDD is maintaining compliance-related websites, which can be tedious for staff and detract from their ability to focus on more strategic tasks. The organization’s outdated website and limited engagement features create significant barriers to effective communication and transparency. Though the CDD actively meets with the board monthly, increasing resources online could benefit less involved residents within the community and encourage openness for the public. Since the CDD is a public asset,
non-residents should have an equal opportunity to engage.

Goal 1: Elevate the organization’s online presence to foster greater accessibility and promote transparency.
Objectives:

Website Redesign: By May 2025, redesign and launch a new user-friendly website where the public can access information about the Randal Park CDD.
Mobile Device Friendly: Ensure the website is mobile-friendly; by April 2025, most users will access this information via mobile devices.
Scheduled Updates: Create an internal schedule to ensure current information by April 2025.

Strategies:
Website Redesign: Contract with a web developer to execute the initial website design, incorporating a user-friendly interface that is also ADA-compliant.
Mobile Device Friendly: Conduct mobile device testing to ensure all website functions are consistent via smart devices.
Scheduled Updates: Designate staff for manual updates and create a schedule for automatic updates when available.
Goal 2: Expand access to organizational documents and resources to empower engagement and foster inclusivity.
Objectives:

Board Meeting Transparency: Provide the public with online navigation tools for board meeting minutes, including a more advanced search tool.
Document Archive: Organize a designated archive for organizational documents.

Strategies:

Board Meeting Transparency: Implement a tagging system to highlight key themes or issues discussed, enabling users to locate relevant documents quickly.
Document Archive: Provide access to all organizational documents in a directory format and include a search tool to assist the public in navigation.
Indirect Approach: The CDD will contract with a web developer to ensure ADA compliance and enhance navigational tools. Ensuring mobile compatibility is essential since most users access information through smartphones. An internal schedule for regular updates will also be implemented to keep the site current.

Vision of Success Approach: Randal Park CDD’s website is a vibrant hub for communication and transparency—residents and non-residents quickly access information about community events, compliance updates, and resources. Enhanced features like interactive forums and
real-time updates empower residents to engage with the board and contribute to discussions.

Strategic Issue 2—Environmental Factors and Sustainability
What strategies can the Randal Park CDD implement to ensure the long-term maintenance and sustainability of developments while preparing for unexpected challenges like extreme weather and minimizing potential liabilities?
The Randal Park CDD requires a clear strategy for its developments' long-term maintenance and sustainability. Without this plan, it risks declining property values, rising costs, and deteriorating community assets. Establishing financial reserves for future projects is essential to ensure funds are available for critical initiatives without burdening residents. The CDD must prepare for the unexpected, such as extreme weather and other disasters. For example, the lack of landscaping insurance complicates financial planning and increases potential liabilities. This issue was highlighted in the aftermath of the recent hurricane, which damaged vegetation throughout the community. By tackling these issues now, the Randal Park Community Development District (CDD) can enhance its resilience and better prepare for potential environmental risks.
Goal 1: Develop a visionary long-term maintenance strategy with dynamic milestone goals to ensure sustained progress and excellence.
Objective: Comprehensive Maintenance Assessment: Conduct risk assessment for environmental factors

Strategy: Comprehensive Maintenance Assessment: Utilize data from risk assessment to prioritize community maintenance based on urgency and impact.
Goal 2: Strengthen fiscal resilience by diversifying and expanding funding sources to ensure long-term financial stability.
Objectives:
Fiscal Resilience: By June 2025, design a proactive funding strategy with robust reserves to address unforeseen challenges and evolving development needs.
Community Education: Equip residents with the knowledge to make informed decisions while serving on the CDD board.
Strategies:

Fiscal Resilience: Each fiscal year, regularly assess and reallocate funding based on anticipated liabilities and emerging challenges, ensuring that resources are aligned with the community’s priorities.
Community Education: Engage with local organizations to educate the community about anticipated environmental impact. Expand the community's knowledge to assist in strategic decision-making.
Indirect Approach: Conducting a risk assessment will identify vulnerabilities like flooding and extreme weather, enabling the CDD to prioritize urgent issues and enhance sustainability through long-term planning. Collaborating with local organizations can help educate residents on environmental impacts and promote eco-friendly practices via workshops and online resources. Additionally, the CDD risks declining property values and asset degradation without a long-term maintenance plan. Developing a strategic maintenance plan with clear milestones will aid in predicting needs and allocating resources effectively. A long-term funding strategy will prepare

for unforeseen challenges while maintaining stable contribution rates and avoiding financial burdens on residents.
Vision of Success Approach: Randal Park CDD leads in sustainability with a clear strategy that protects community assets and property values. With robust financial reserves and proactive planning, the CDD ensures funds are available for maintenance and emergency responses while residents engage in sustainability initiatives supported by educational programs.
Strategic Issue 3—Board Cycle Challenges
How can the Randal Park CDD maintain consistent strategic direction and effective decision-making amid the challenges of a two-year election cycle while continuing to foster strong relationships with residents?
The board is highly active and engaged with fellow residents, fostering strong relationships and collaboration while remaining receptive to recommendations and attentive to community needs. However, the two-year election cycle poses a governance challenge, as frequent changes can create inconsistencies in strategic direction and decision-making. This instability may hinder the board's ability to effectively implement long-term initiatives and respond to the community's evolving needs.
Goal: Enhance governance and board consistency

Objective: Continuity in Strategic Direction: By May 2025, maintain a consistent approach to governance to minimize disruptions caused by board member changes.
Strategy:

Continuity in Strategic Direction: Host regular strategy review sessions to keep all active community members aligned and focused on the community’s priorities.

Continuity in Strategic Direction: Pair new and experienced board members through transitional periods.
Continuity in Strategic Direction: Develop a comprehensive plan that outlines long-term initiatives for the community that can transcend board changes.
Indirect Approach: To address the challenges posed by the two-year election cycle, the Randal Park CDD could implement a mentorship program for incoming board members, pairing them with experienced members to ensure continuity in strategic initiatives and decision-making.
Vision of Success Approach: Residents feel closely connected to the board, participating in shaping community priorities and fostering collaboration to meet everyone's needs, creating a vibrant and engaged community.
Strategy Overview
In summary, The Randal Park CDD could implement several strategies to address these strategic issues. First, streamlining website maintenance through dedicated personnel or outsourcing could free up staff resources for more impactful work. Establishing a clear financial reserve policy would ensure that funds are consistently set aside for future projects, promoting fiscal sustainability. The organization should also consider obtaining supplemental insurance to mitigate risks and protect against unforeseen costs. Finally, enhancing board members' onboarding and training processes could help ensure continuity and stability in governance, enabling a more cohesive approach to long-term planning and execution. With these strategies in place, the next step is a comprehensive implementation and evaluation plan to monitor progress, assess effectiveness, and adjust as needed to achieve the strategic objectives.

Implementation and Evaluation Plan
Implementation represents the critical effort to bring an organization’s mission, goals, and strategies to life in strategic planning (Bryson, 2018). This process encompasses fulfilling mandates, promoting continuous organizational learning, and consistently generating public value. The key to implementation is ensuring that policy intent is translated to policy outcomes. Through analyzing the objectives of the Randal Park Community Development District (CDD), the implementation strategies identified will play a crucial role in securing future opportunities for the organization. By effectively executing these strategies, the district management can enhance its capacity to meet the Randal Park community's needs and overall sustainable growth. An established evaluation plan within the organization measures progress and ensures accountability. The evaluation process is integral and ongoing, which promotes long-term sustainability for achieving goals (Bryson, 2018).
Issue 1: Communication and Online Presence

The Randal Park Community Development District (CDD) faces a significant challenge in maintaining compliance-related websites, which can be tedious for staff and distract them from more strategic initiatives. While the CDD holds monthly board meetings, enhancing online resources could better serve less engaged residents and promote openness to the public, including non-residents. UCF consultants have outlined implementation strategies to address these issues, listed below in Table 4 - Communication and Online Presence Implementation Plan.
The first strategy involves a website redesign, with a target completion date of May 2, 2025, requiring $21,000. Key steps include administering a Request for Proposals, selecting a web development company, consulting, and solidifying website tasks. The second strategy focuses on making the website mobile-friendly, with a target date of April 21, 2025, and a budget

of $25,000. This includes designing mockups, mobile development, testing, and launching the mobile site. Lastly, the third strategy aims to establish scheduled updates, targeted for April 14, 2025, with a budget of $10,000. This strategy entails identifying responsible staff, creating an upgrade schedule, developing update protocols, conducting internal testing, and launching the update schedule. Through these efforts, the CDD seeks to enhance its online presence and improve community engagement.
Table 4 - Communication and Online Presence Implementation Plan

Issue 1: Communication and Online Presence	
Goal 1: Enhance the organization’s website to increase accessibility and transparency.	
Objective 1: Website Redesign—Redesign and launch a new user-friendly website where the
public can access information about the Randal Park CDD.	

Strategy 1 - Website Redesign	Target
Date: 5/2/2025	Required Resources	
$21,000	
Assigned to:	
Administer Request for Proposals for Website Developers	1/6/2025	Staff/Time	$5,000	Procurement Department	
Select Web Development Company	2/3/2025	Funding	$2,000	Internal Project Manager	
Consultation with Selected Company	2/10/2025	Staff	$1,000	Internal Project Manager	

Solidify Website Tasks	
3/03/2025	
Staff/Equipment	
$3,000	
Internal Project Manager	
Website Upgrade Completion	5/02/2025	Staff/Equipment	$10,000	Internal Project Manager	
Strategy 2 - Mobile Device Friendly	Target Date:
4/21/25	Required Resources	
$25,000	
Assigned to:	
Design Mockups	1/13/2025	Staff/Time	$5,000	External Developer	
Mobile Development	1/27/2025	Staff/Time/Funding	$7,500	External Developer	
Testing	2/17/2025	Time	$2,500	Internal Staff	
Revisions	3/31/2025	Staff/Time	$4,000	External Developer	
Mobile Launch	4/21/2025	Equipment	$6,000	External Developer	

Strategy 3 - Scheduled Updates	Target
Date: 4/14/2025	Required Resources	
$10,000	
Assigned to:	
Identify responsible staff	2/10/2025	Staff	$2,000	Project Manager & IT Staff	
Create upgrade schedule	2/24/2025	Time	$1,500	Project Manager & IT Staff	

Development Update Protocols	
3/17/2025	
Equipment	
$3,000	
Project Manager & IT Staff	
Internal Testing	3/31/2025	Equipment	$2,500	All Staff	
Launch Schedule	4/14/2025	Time	$1,000	Project Manager & IT Staff	

Issue 2: Environmental Factors and Sustainability

The Randal Park Community Development District (CDD) faces the strategic issue of ensuring its developments' long-term maintenance and sustainability while preparing for unexpected challenges, such as extreme weather. The goal of 122k being chosen for the reserve fund as that number is 10% of the annual budget for Randal Park since 10% is the minimum for most CDDs. Without a clear strategy, the CDD risks declining property values, rising costs, and deteriorating community assets. Establishing financial reserves for future projects is crucial to ensure funds are available for critical initiatives without burdening residents. The recent hurricane highlighted the need for better financial planning, particularly the lack of landscaping insurance, which increases potential liabilities. By addressing these issues proactively, the CDD can enhance its resilience and improve its preparedness for environmental risks.

Table 5 - Environmental Factors and Sustainability Plan

Issue 2: Environmental Factors and Sustainability	
Goal 1: Enhance development, maintenance, and sustainability long-term	
Objective 1: Plan financially for environmental factors as well as training and preparedness	

Strategy 1: Financial	Target
date: 6/12/25	Required Resources:	
$129,400	
Assigned to:	
Build up a financial reserve
fund.	6/12/25	Funding	$122,000	Procurement
Department	
Landscaping insurance	2/13/25	Funding	$7,400	Procurement
Department	
Re-evaluate and Adjust
Financial Plans	1/9/25	Staff/Funding	No Cost	Board & Internal Staff	

Strategy 2: Preparation	Target date:
6/12/25	Required Resources:	
$190,000	
Assigned to:	
Hurricane Preparedness Training/Community
Engagement Program	
3/13/25	Staff/Time/Funding/ Equipment	
$100,000	
All Staff	
Conduct a Comprehensive
Risk Assessment	5/15/25	Staff	$70,000	Board & Internal Staff	
Two Infrastructure Inspections per year	1/9/25 -
6/12/25	
Time	
$20,000	
Board & Internal Staff	

Issue 3: Board Cycle Challenges

Strategic Issue 3 focuses on enhancing board consistency within the Randal Park CDD. This does not create unlimited term limits but promotes continuity with past, current, and future board members by aligning the community’s priorities.

Table 6 - Board Cycle Challenges

Issue 3: Board Cycle Challenges	
Goal 1: Enhance governance and board consistency	
Objective 1: Maintain a consistent approach to governance to minimize disruptions caused by board
member changes.	
Strategy 1 - Continuity in Strategic Direction	Target Date: 5/30/2025	Required
Resource s	
$15,000	
Assigned to:	
Review current term limits and policies.	1/13/2025	Time	$2,500	Board & Internal Staff	
Develop Orientation Program	2/17/2025	Time	$4,500	Board & Internal Staff	
Implement regular board training
sessions.	3/24/2025	Time	$5,000	Board & Internal Staff	
Enhance board member succession plan.	4/14/2025	Staff	$2,000	Board & Internal Staff	

Evaluate board performance and feedback.	

5/30/2025	

Staff	

$1,000	

External Consultant	

Table 6 outlines the challenges associated with board cycles, focusing on enhancing governance and consistency. The primary goal is maintaining a stable governance approach to reduce disruptions from board member changes. To achieve this, the strategy includes reviewing current term limits, developing an orientation program, conducting regular training sessions, enhancing the succession plan, and evaluating board performance. Key milestones are set with specific target dates between January and May 2025, requiring a budget of $15,000 allocated across various resources, including internal staff and an external consultant.

Table 7 -Evaluation Plan

Issue 1: Communication and Online Presence	
Evaluation Interval	
Achieved?	Initial
Value	Current
Value	
Goal 1: Enhance the organization’s website to increase
accessibility and transparency.					
Objective 1: Redesign and launch a new user-friendly website where the public can access information about the
Randal Park CDD by May 2, 2025.	
Once (on completion date)				

Strategy 1: Complete website redesign by May 2, 2025.	Track progress
monthly.				
Strategy 2: Administer Request for Proposals for Website
Developers by January 6, 2025.	Track progress weekly
until completion.				

Strategy 3: Select a web development company by February 3, 2025.	Track completion and review progress
bi-weekly.				
Objective 2: Make the website mobile-friendly by April 21,
2025.	Once (on completion
date)				
Strategy 1: Design mockups by January 13, 2025.	Track progress weekly.				
Strategy 2: Develop a mobile-friendly website by January
27, 2025.	
Track progress weekly.				

Strategy 3: Test mobile website by February 17, 2025.	Once at the end of the
testing phase.				

Issue 2: Environmental Factors and Sustainability	
Evaluation Interval	
Achieved?	Initial
Value	Current
Value	
Goal: Enhance development, maintenance, and long-term
sustainability.					
Objective 1: Plan financially for environmental factors,
training, and preparedness by June 12, 2025.	Once (on completion
date)				

Strategy 1: Build a financial reserve fund by June 12, 2025.	Track monthly progress until
completion.				
Strategy 2: Secure landscaping insurance by February 13,
2025.	Once on the
completion date.				
Strategy 3: Re-evaluate and adjust financial plans by
January 9, 2025.	Bi-annually (every six
months).				
Objective 2: Enhance preparedness through hurricane
training, risk assessments, and infrastructure inspections by June 12, 2025.	Once (on completion date)				
Strategy 1: Conduct hurricane preparedness training by
March 13, 2025.	
Once after training.				
Strategy 2: Complete a comprehensive risk assessment by
May 15, 2025.	Once after the
assessment.				

Strategy 3: Perform two yearly infrastructure inspections, starting January 9, 2025, and continuing through June 12,
2025.	Twice per year (January and June).				

Issue 3: Board Cycle Challenges	
Evaluation Interval	
Achieved?	Initial
Value	Current
Value	
Goal: Enhance governance and board consistency.					
Objective 1: Maintain a consistent approach to governance to minimize disruptions caused by board member changes
by May 30, 2025.	
Once (on completion date)				
Strategy 1: Review current term limits and policies by
January 13, 2025.	Once (on completion
date)				
Strategy 2: Develop a board orientation program by
February 17, 2025.	Track progress
bi-weekly.				
Strategy 3: Implement regular board training sessions
starting March 24, 2025.	Quarterly review
(every 3 months).				
Objective 2:Enhance the board member succession plan and
evaluate board performance by May 30, 2025.	Once (on completion
date)				
Strategy 1: Enhance the board member succession plan by April 14, 2025.	Track progress monthly until
completion.				
Strategy 2: Implement board performance evaluation by
May 30, 2025	Once (on completion
date)				
Strategy 3: Collect board feedback by May 30, 2025.	Once after evaluation.				

Conclusion
In conclusion, the Randal Park Community Development District (CDD) is strategically positioned to address its challenges through comprehensive implementation plans focused on enhancing communication, sustainability, and governance. By redesigning its website and improving online accessibility, the CDD aims to engage residents more effectively and promote transparency. Addressing environmental factors with a solid financial strategy and preparedness training will bolster the district's resilience against unforeseen challenges. Finally, fostering continuity and consistency within the board through structured training and evaluation will ensure that governance remains stable and aligned with community priorities. These initiatives aim to fulfill the CDD's immediate goals and lay the groundwork for sustainable growth and long-term success.

References
Bryson, J. M. (2018). Strategic Planning for Public and Nonprofit Organizations (4th ed.). John Wiley & Sons.
Flint, G., Sealy, B., & Showe, J. (2024, June 27). Mattamy Homes: CDD 101[1-50].
Governmental Management Services, Central Floria, LLC. Florida Senate. (2012). Chapter 190 - 2012 Florida Statutes.
https://www.flsenate.gov/Laws/Statutes/2012/Chapter190
Government Management Services. (n.d.) Home. https://www.govmgtsvc.com/#
Randal Park Community Development District. (n.d.). Home. https://randalparkcdd.com/

Acknowledgments
We thank Randal Park Community Development District (CDD) and Government Management Services (GMS) for their willingness to participate in developing this strategic plan.
A special thank you to Mr. Jason Showe, GMS, for providing guidance and insight.

Contact Information
Dominic DiMartino, do018421@ucf.edu Natalya Sangster, na778047@ucf.edu Lauren Taylor, la684645@ucf.edu

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$649 ea.

$559

OUTDOOR

RP OUTDOOR CHAIR OPTIONS

Outdoor entry area OPTIONS

CHAIR $2388

SOFA BROWN OR CREAM FABRIC $4959

SWIVEL CHAIR
$2788

GATHERING AREA

$7397

$2394 (2 rugs

$399

Air hockey table
$1499

$449

$3590 (both chairs

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Section B

Section 1

Randal Park
Community Development District

Summary of Check Register

November 1, 2024 to November 30, 2024

Bank	Date	Check No.'s	Amount	

General Fund	

11/7/24	

3280-3286	

$	4,816.39	
	11/12/24	3287	$	512.50	
	11/14/24	3288-3292	$	29,481.61	
	11/19/24	3294-3298	$	29,202.25	
			$	64,012.75	
	Superviser Fee - November 2024			
	Kathryn F. Steuck	50299	$	184.70	
	Marcela L. Asquith	50300	$	184.70	
	Sean D. Masherella	50301	$	184.70	
	Stephany C. Cornelius	50302	 $	184.70 	
			$	738.80	
		Total Amount	$	64,751.55	

CHECK	VEND#	.....INVOICE..... ...EXPENSED TO...		VENDOR NAME	STATUS	AMOUNT	....CHECK..... DATE			DATE	INVOICE	YRMO	DPT ACCT# SUB	SUBCLASS				AMOUNT	#
11/07/24 00043 10/15/24 69100856 202410 320-53800-46800	*	60.48
PEST CONTROL OCT 24
ARROW ENVIRONMENTAL SERVICES	60.48 003280
- - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - -
11/07/24 00185 11/01/24 47594	202411 320-53800-46700	*	1,573.00
JANITORIAL SERVICES NOV24
B&T BUILDING SERVICES, INC	1,573.00 003281
- - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - -
11/07/24 00095 11/16/24 18570(2) 202411 320-53800-49400	*	250.00
FALL EVENT
CAPTAIN CARNIVAL	250.00 003282
- - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - -
11/07/24 00129 10/30/24 42098748 202410 320-53800-46700	*	322.95
BATHROOM MATS CLEANING
CINTAS	322.95 003283

11/07/24	00176	11/01/24	
- - - - - - - -
11/07/24 00049	- - - -
11/01/24	

- - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - -
10644	202411 320-53800-46400	*	2,250.00
POOL MAINTENANCE - NOV 24
FIVE STAR PRO SERVICES	2,250.00 003284
- - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - -
333806	202411 320-53800-34500	*	34.95
SECURITY SERVICES - NOV24
SYNERGY FL	34.95 003285
- - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - -
11/07/24 00036 11/01/24 0549337- 202411 310-51300-49200	*	325.01

	SCOTT RANDOLPH, TAX COLLECTOR													325.01	003286	
- - - - - - - -	- - - - - - - - -	- - - - - - - - - - - - - - - - - - - - - - - - -	-	-	-	-	- -	-	-	-	-	-	- - - - -	-	- - - -	- - -	
11/12/24 00177	11/11/24 11-11-20
PETTING	202411 320-53800-49400					*						512.50				
		NOAHS LANDING													512.50	003287	
- - - - - - - -	- - - - - - - - -	- - - - - - - - - - - - - - - - - - - - - - - - -	-	-	-	-	- -	-	-	-	-	-	- - - - -	-	- - - -	- - -	
11/14/24 00169	11/01/24 33	202411 320-53800-12100					*						8,410.83				
	AMENITY	MANAGEMENT NOV 24															
	11/01/24 33	202411 320-53800-51000					*						41.12				
	LOWES -	CLEANING SUPPLYS															
	11/01/24 33	202411 320-53800-51000					*						18.10				

STORMWTR UTILITY TAX FY25

ZOO 11/16/24

ACE - CLEANING SUPPLYS
11/01/24 33	202411 320-53800-48000	*	230.46
TOLIET REPAIR PARTS
11/01/24 33	202411 320-53800-51000	*	167.37
LOWES - KEY AND SUPPLIES
11/01/24 33	202411 320-53800-49000	*	40.28
HD - MAILBOX KEYS
COMMUNITY ASSOCATION AND LIFESTYLE	8,908.16 003288
- - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - -
RAND RANDAL PARK	NSOLER

DATE	DATE	INVOICE	YRMO	DPT ACCT# SUB	SUBCLASS			AMOUNT	#	
11/14/24 00129	9/05/24	42043359 202409 320-53800-46700	*	322.95			

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

	BATHROOM MATS CLEANING
CINTAS																			322.95	003289	
- - - - - - - -	- - - - - - - - - - - - - - - - - - - - - -	-	- - - - -	- -	- - -	-	-	-	-	-	- -	-	-	-	-	-	-	- - - -	-	- - - -	- - -	
11/14/24 00046	11/06/24 34647A	202411 320-53800-46000										*							176.15				
CASCADES FOUNTAIN REPAIRS
FOUNTAIN DESIGN GROUP, INC.	176.15 003290
- - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - -
11/14/24 00001 11/01/24 817	202411 310-51300-34000	*	4,167.00
MANAGEMENT FEES - NOV 24
11/01/24 817	202411 310-51300-35200	*	111.33
WEBSITE ADMIN - NOV 24
11/01/24 817	202411 310-51300-35100	*	167.00
INFORMATION TECH - NOV 24
11/01/24 817	202411 310-51300-31300	*	918.75
DISSEMINATION - NOV 24
11/01/24 817	202411 310-51300-51000	*	.69
OFFICE SUPPLIES
11/01/24 817	202411 310-51300-42000	*	15.45
POSTAGE
11/01/24 817	202411 310-51300-42500	*	89.85
COPIES
11/01/24 817	202411 320-53800-46000	*	117.32
SIDEWALK CLEANING SUPPLYS
11/01/24 817	202411 320-53800-12000	*	88.14
SIDEWALK EDGING MATERIALS
11/01/24 817	202411 320-53800-12000	*	41.61
SUPEREDGE FOR LANDSCAPE
11/01/24 817	202411 320-53800-48000	*	72.70
7 LIGHT BULBS
11/01/24 818	202411 320-53800-12000	*	1,744.42
FIELD MANAGEMENT - NOV 24
11/01/24 819	202411 320-53800-12300	*	2,835.92
FACILITY MAINT - NOV 24
GOVERNMENTAL MANAGEMENT SERVICES	10,370.18 003291
- - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - -
11/14/24 00056 11/09/24 5219	202411 320-53800-47300	*	9,472.17
HOLIDAY LIGHTING FY25
JINGLE BELL LIGHTS LLC	9,472.17 003292
- - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - -
11/14/24 00038 11/01/24 311796	202411 320-53800-46300	*	232.00
ACCUTABS 60LBS
SPIES POOL, LLC	232.00 003293
- - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - -
11/19/24 00031 10/31/24 223450	202410 320-53800-47000	*	319.98
LAKE MAINT PDS OCT 24
RAND RANDAL PARK	NSOLER

	10/31/24 223450	202410 320-53800-47000	*					61.45		
	10/31/24 223450	202410 320-53800-47000	*					56.16		
	MAINT AC1 RETENT OCT 24								
	10/31/24 223450	202410 320-53800-47000	*					107.02		
	MAINT AC2 RETENT OCT 24								
	10/31/24 223450	202410 320-53800-47000	*					398.39		
	MAINT 4 RET PONDS OCT 24								
	APPLIED AQUATIC MANAGMENT,INC.							943.00	003294	
- - - - - - - -	- - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - -	- -	-	-	-	-	- - - - - -	- - - - -	- - -	
11/19/24 00199	10/14/24 101424	202410 300-36900-10200	*					250.00			
	CLUBHOUSE DEPOSIT REFUND									
	CAROLINE R. PALMIERI							250.00	003295	
- - - - - - - -	- - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - -	- -	-	-	-	-	- - - - - -	- - - - -	- - -	
11/19/24 00181	10/14/24 101424	202410 300-36900-10200	*					250.00			
	CLUBHOUSE DEPOSIT REFUND									
	NATALIE COLON							250.00	003296	
- - - - - - - -	- - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - -	- -	-	-	-	-	- - - - - -	- - - - -	- - -	
11/19/24 00038	11/18/24 21550	202411 320-53800-46300	*					750.00			
	POOL CHEMICALS									
	SPIES POOL, LLC							750.00	003297	
- - - - - - - -	- - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - -	- -	-	-	-	-	- - - - - -	- - - - -	- - -	
11/19/24 00066	11/15/24 804498	202411 320-53800-46200	*					27,009.25			
	LANDSCAPE MAINT - NOV 24									
	YELLOWSTONE LANDSCAPE-SOUTHEAST,LLC							27,009.25	003298	
- - - - - - - -	- - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - -	- -	-	-	-	-	- - - - - -	- - - - -	- - -	
	TOTAL FOR BANK A						64,012.75			
	TOTAL FOR REGISTER						64,012.75			

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

LAKE MAINT DOWN OCT 24

RAND RANDAL PARK	NSOLER

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Randa/Park
Community Development District

Unaudited Financial Reporting
October 31, 2024

Table of Contents

1		Balance Sheet	

2-3	
	General Fund	

4	
	Capital Reserve Fund	

5	
	Debt Service Fund Series 2012	

6	
	Debt Service Fund Series 2015	

7	
	Debt Service Fund Series 2018	

8	
	Combined Capital Project Funds	

9-10	
	Month to Month	

11	
	Long Term Debt Report	

Combined Balance Sheet October 31, 2024

General Fund	Capital Reserve Fund	Debt Service Funds	Capital Project Funds	Totals Governmental Funds	

Assets:
Cash:
Operating Account	$	489,922	

$	-	

$	-	

$	-	

$	489,922	
Due from Colonial Properties	12,963	-	-	-	12,963	
Due from General Fund	-	0	3,223	-	3,223	
Investments:
State Board of Administration (SBA)	-	

387,635	

-	

-	

387,635	
Series 2012
Reserve	-	

-	

402,724	

-	

402,724	
Revenue	-	-	253,500	-	253,500	
Interest	-	-	138,174	-	138,174	
Prepayment	-	-	135,942	-	135,942	
Sinking Fund	-
Series 2015 Reserve	-	49

598,565	-	49

598,565	
Revenue	-	-	292,027	-	292,027	
Interest	-	-	195,239	-	195,239	
Prepayment	-	-	5,000	-	5,000	
Sinking Fund	-	-	190,000	-	190,000	
Construction	-
Series 2018 Reserve	-	-

59,085	483

-	483

59,085	
Revenue	-	-	40,524	-	40,524	
Interest	-	-	41,144	-	41,144	
Cap Interest	-	-	2,811	-	2,811	
Construction	-	-	-	53	53	
Cost of Issuance	-	-	-	8	8	
Prepaid Expenses	6,696	-	-	-	6,696	
Total Assets	$	509,581	$	387,635	$	2,358,008	$	544	$	3,255,768	

Liabilities:
Accounts Payable	
$	4,687	$	-	$	-	$	-	$	4,687	
Due to Debt Service	3,223	-	-	-	3,223	
Total Liabilites	$	7,911	$	-	$	-	$	-	$	7,911	

Fund Balance:
Nonspendable: Prepaid Items	

$	6,696	$	-	$	-	$	6,696	
Restricted for:
Debt Service	
-	-	2,358,008	-	2,358,008	
Capital Project	-	-	-	544	544	
Assigned for:
Capital Reserve Fund	
-	
387,635	
-	
-	
387,635	
Unassigned	494,975	-	-	-	494,975	
Total Fund Balances	$	501,671	$	387,635	$	2,358,008	$	544	$	3,247,858	
						
Total Liabilities & Fund Balance	$	509,581	$	387,635	$	2,358,008	$	544	$	3,255,768	

Adopted	Prorated Budget	Actual	
Budget	Thru 10/31/24	Thru 10/31/24	Variance	

Revenues:		
Special Assessments - Tax Roll	$	1,151,680	$	-	$	-	$	-	
Colonial Properties Contribution	55,607	4,634	4,409	(225)	
Miscellaneous Revenue	1,000	83	80	(3)	
Activities	5,000	417	500	83	
Rentals	9,000	750	1,250	500	
Total Revenues	$	1,222,287	$	5,884	$	6,239	$	355	

Expenditures:					
General & Administrative:					
Supervisor Fees	$	12,000	$	1,000	$	800	$	200	
FICA Expense	918	-	77	61	15	
Annual Audit	4,600	383	-	383	
Trustee Fees	12,500	1,042	-	1,042	
Dissemination Agent	11,025	919	919	-	
Arbitrage	1,800	150	-	150	
Engineering	10,000	833	-	833	
Attorney	20,000	1,667	1,773	(106)	
Assessment Administration	5,565	5,565	5,565	-	
Management Fees	50,004	4,167	4,167	-	
Information Technology	2,004	167	167	-	
Website Maintenance	1,336	111	111	0	
Telephone	100	8	-	8	
Postage	1,000	83	56	27	
Insurance	8,094	8,094	8,688	(594)	
Printing & Binding	1,500	125	12	113	
Legal Advertising	2,250	188	-	188	
Other Current Charges	1,500	125	42	83	
Office Supplies	200	17	1	16	
Property Appraiser	800	67	-	67	
Property Taxes	300	25	-	25	
Dues, Licenses & Subscriptions	175	175	175	-	
Total General & Administrative	$	147,671	$	24,987	$	22,537	$	2,450	

Operations & Maintenance					
Contract Services:
Field Management	

$	20,933	

$	1,744	

$	1,744	

$	(0)	
Mitigation Monitoring	19,200	1,600	-	1,600	
Landscape Maintenance	330,404	27,534	27,009	524	
Lake Maintenance	11,640	970	943	27	
Security Patrol	41,250	3,438	-	3,438	
Repairs & Maintenance
Facility Maintenance	
34,031	
2,836	
2,836	
0	
Repairs & Maintenance	30,000	2,500	-	2,500	
Operating Supplies	9,800	817	668	149	
Landscape Replacement	15,000	4,321	4,321	-	
Irrigation Repairs	10,000	833	-	833	

	Adopted	Prorated Budget	Actual		
	Budget	Thru 10/31/24	Thru 10/31/24	Variance	

Fountain Repairs	
3,000	
250	-	
250	
Pressure Washing	9,000	9,000	9,000	-	
Subtotal Operations & Maintenance	$	534,259	$	55,843	$	46,521	$	9,321	

Utilities
Utilities - Common Area	

$	33,000	

$	2,750	$	3,254	

$	(504)	
Streetlighting	121,000	10,083	8,586	1,497	
Amenity Center
Amenity Management	
100,930	
8,411	8,411	
(0)	
Pool Attendants	15,500	1,292	-	1,292	
Pool Permit	550	46	-	46	
Cable TV/Internet/Telephone	4,857	405	658	(253)	
Utilities - Amenity Center	25,641	2,137	1,528	609	
Refuse Service	3,168	264	223	41	
Amenity Center Access Cards	1,000	83	-	83	
HVAC Maintenance	574	48	-	48	
Special Events	15,000	1,250	438	812	
Holiday Decorations	9,500	792	-	792	
Security Monitoring	2,345	195	209	(14)	
Janitorial Services	26,250	2,188	2,834	(647)	
Pool Maintenance	30,240	2,520	2,250	270	
Pool Chemicals & Repairs	19,450	1,621	4,314	(2,694)	
Amenity Repairs & Maintenance	5,000	417	-	417	
Pest Control	11,500	958	60	898	
Other
Property Insurance	
55,019	
55,019	45,279	
9,740	
Contingency	34,032	2,836	514	2,322	
Subtotal Amenity Center	$	514,556	$	93,314	$	78,559	$	14,755	
				
Total Operations & Maintenance	$	1,048,815	$	149,157	$	125,080	$	24,076	
				
Total Expenditures	$	1,196,486	$	174,144	$	147,617	$	26,526	
				
Excess (Deficiency) of Revenues over Expenditures	$	25,802	$	(168,260)	$	(141,378)	$	26,881	

Other Financing Sources/(Uses):				
Transfer Out - Capital Reserve	$	(25,802)	$	-	$	-	$	-	
Total Other Financing Sources/(Uses)	$	(25,802)	$	-	$	-	$	-	
				
Net Change in Fund Balance	$	-	$	(168,260)	$	(141,378)	$	26,881	
				
Fund Balance - Beginning	$	-	$	643,049		
				
Fund Balance - Ending	$	-	$	501,671		

Revenues

Interest	

$	8,614	

$	718	

$	1,777	

1,060	
Total Revenues	$	8,614	$	718	$	1,777	$	1,060	

Expenditures:

Capital Outlay	

$	25,000	

$	2,083	

$	-	

$	2,083	
Total Expenditures	$	25,000	$	2,083	$	-	$	2,083	
					
Excess (Deficiency) of Revenues over Expenditures	$	(16,386)	$	(1,366)	$	1,777	$	3,143	

Other Financing Sources/(Uses)

Transfer In/(Out)	

$	25,802	

$	-	

$	-	

$	-	
Total Other Financing Sources (Uses)	$	25,802	$	-	$	-	$	-	
					
Net Change in Fund Balance	$	9,416	$	(1,366)	$	1,777	$	3,143	
					
Fund Balance - Beginning	$	328,863		$	385,857		
					
Fund Balance - Ending	$	338,278		$	387,635		

Revenues:					
Special Assessments - Tax Roll	$	396,407	$	-	$	-	$	-	
Special Assessments - Prepayments	-	-	-	-	
Interest Income	20,042	1,670	3,768	2,098	
Total Revenues	$	416,449	$	1,670	$	3,768	$	2,098	

Expenditures:					
Interest - 11/01	$	138,016	$	-	$	-	$	-	
Principal - 11/01	125,000	-	-	-	
Interest - 5/01	134,188	-	-	-	
Total Expenditures	$	397,203	$	-	$	-	$	-	
					
Excess (Deficiency) of Revenues over Expenditures	$	19,246	$	1,670	$	3,768	$	2,098	
					
Net Change in Fund Balance	$	19,246	$	1,670	$	3,768	$	2,098	
					
Fund Balance - Beginning	$	491,322		$	927,779		
					
Fund Balance - Ending	$	510,569		$	931,547		

Revenues:					
Special Assessments - Tax Roll	$	589,600	$	-	$	-	$	-	
Special Assessments - Prepayments	-	-	-	-	
Interest Income	27,333	2,278	5,182	2,905	
Total Revenues	$	616,934	$	2,278	$	5,182	$	2,905	

Expenditures:					
Interest - 11/01	$	195,068	$	-	$	-	$	-	
Principal Payment - 11/01	185,000	-	-	-	
Interest - 05/01	191,030	-	-	-	
Total Expenditures	$	571,098	$	-	$	-	$	-	
					
Excess (Deficiency) of Revenues over Expenditures	$	45,836	$	2,278	$	5,182	$	2,905	
					
Net Change in Fund Balance	$	45,836	$	2,278	$	5,182	$	2,905	
					
Fund Balance - Beginning	$	641,940		$	1,277,371		
					
Fund Balance - Ending	$	687,776		$	1,282,553		

Revenues:					
Special Assessments - Tax Roll	$	117,674	$	-	$	-	$	-	
Interest Income	2,496	208	575	367	
Total Revenues	$	120,169	$	208	$	575	$	367	

Expenditures:					
Interest - 11/01	$	41,068	$	-	$	-	$	-	
Principal - 5/01	35,000	-	-	-	
Interest - 5/01	41,068	-	-	-	
Total Expenditures	$	117,135	$	-	$	-	$	-	
					
Excess (Deficiency) of Revenues over Expenditures	$	3,034	$	208	$	575	$	367	
					
Net Change in Fund Balance	$	3,034	$	208	$	575	$	367	
					
Fund Balance - Beginning	$	77,664		$	143,333		
					
Fund Balance - Ending	$	80,698		$	143,908		

	Series			Series		
		2015			2018			Total		
Revenues

Interest Income	

$		

2	

$		

0	

$		

2	
Total Revenues	$		2	$		0	$		2	

Expenditures:

Capital Outlay	

$		

-	

$		

-	

$		

-	
Total Expenditures	$		-	$		-	$		-	
										
Excess (Deficiency) of Revenues over Expenditures	$		2	$		0	$		2	
										
Fund Balance - Beginning	$		481	$		60	$		542	
										
Fund Balance - Ending	$		483	$		61	$		544	

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

Revenues:

Special Assessments - Tax Roll Colonial Properties Contribution Miscellaneous Revenue Activities
Rentals

$	-  $	-  $	-  $	-  $	-  $	-  $	-  $	-  $	-  $	-  $	-  $
$	4,409  $	-  $	-  $	-  $	-  $	-  $	-  $	-  $	-  $	-  $	-  $
$	80  $	-  $	-  $	-  $	-  $	-  $	-  $	-  $	-  $	-  $	-  $
$	500  $	-  $	-  $	-  $	-  $	-  $	-  $	-  $	-  $	-  $	-  $
$	1,250  $	-  $	-  $	-  $	-  $	-  $	-  $	-  $	-  $	-  $	-  $

-  $	-
-  $	4,409
-  $	80
-  $	500
-  $	1,250

Total Revenues	$	6,239  $	-  $	-  $	-  $	-  $	-  $	-  $	-  $	-  $	-  $	-  $	-  $	6,239

Expenditures:

General & Administrative:

Supervisor Fees FICA Expense Annual Audit Trustee Fees Dissemination Agent Arbitrage Engineering Attorney
Assessment Administration Management Fees Information Technology Website Maintenance Telephone
Postage Insurance
Printing & Binding Legal Advertising Other Current Charges Office Supplies Property Appraiser Property Taxes
Dues, Licenses & Subscriptions

$	800  $	-  $	-  $	-  $	-  $	-  $	-  $	-  $	-  $	-  $	-  $
$	61  $	-  $	-  $	-  $	-  $	-  $	-  $	-  $	-  $	-  $	-  $
$	-  $	-  $	-  $	-  $	-  $	-  $	-  $	-  $	-  $	-  $	-  $
$	-  $	-  $	-  $	-  $	-  $	-  $	-  $	-  $	-  $	-  $	-  $
$	919  $	-  $	-  $	-  $	-  $	-  $	-  $	-  $	-  $	-  $	-  $
$	1,773  $	-  $	-  $	-  $	-  $	-  $	-  $	-  $	-  $	-  $	-  $
$	-  $	-  $	-  $	-  $	-  $	-  $	-  $	-  $	-  $	-  $	-  $
$	-  $	-  $	-  $	-  $	-  $	-  $	-  $	-  $	-  $	-  $	-  $
$	5,565  $	-  $	-  $	-  $	-  $	-  $	-  $	-  $	-  $	-  $	-  $
$	4,167  $	-  $	-  $	-  $	-  $	-  $	-  $	-  $	-  $	-  $	-  $
$	167  $	-  $	-  $	-  $	-  $	-  $	-  $	-  $	-  $	-  $	-  $
$	111  $	-  $	-  $	-  $	-  $	-  $	-  $	-  $	-  $	-  $	-  $
$	-  $	-  $	-  $	-  $	-  $	-  $	-  $	-  $	-  $	-  $	-  $
$	56  $	-  $	-  $	-  $	-  $	-  $	-  $	-  $	-  $	-  $	-  $
$	8,688  $	-  $	-  $	-  $	-  $	-  $	-  $	-  $	-  $	-  $	-  $
$	12  $	-  $	-  $	-  $	-  $	-  $	-  $	-  $	-  $	-  $	-  $
$	-  $	-  $	-  $	-  $	-  $	-  $	-  $	-  $	-  $	-  $	-  $
$	42  $	-  $	-  $	-  $	-  $	-  $	-  $	-  $	-  $	-  $	-  $
$	1  $	-  $	-  $	-  $	-  $	-  $	-  $	-  $	-  $	-  $	-  $
$	-  $	-  $	-  $	-  $	-  $	-  $	-  $	-  $	-  $	-  $	-  $
$	-  $	-  $	-  $	-  $	-  $	-  $	-  $	-  $	-  $	-  $	-  $
$	175  $	-  $	-  $	-  $	-  $	-  $	-  $	-  $	-  $	-  $	-  $

-  $	800
-  $	61
-  $	-
-  $	-
-  $	919
-  $	1,773
-  $	-
-  $	-
-  $	5,565
-  $	4,167
-  $	167
-  $	111
-  $	-
-  $	56
-  $	8,688
-  $	12
-  $	-
-  $	42
-  $	1
-  $	-
-  $	-
-  $	175

Total General & Administrative	$	22,537  $	-  $	-  $	-  $	-  $	-  $	-  $	-  $	-  $	-  $	-  $	-  $	22,537

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

Operations & Maintenance

Contract Services: Field Management Mitigation Monitoring Landscape Maintenance Lake Maintenance Security Patrol
Facility Maintenance Repairs & Maintenance Operating Supplies Landscape Replacement Irrigation Repairs Fountain Repairs Pressure Washing

$	1,744  $	-  $	-  $	-  $	-  $	-  $	-  $	-  $	-  $	-  $	-  $
$	-  $	-  $	-  $	-  $	-  $	-  $	-  $	-  $	-  $	-  $	-  $
$	27,009  $	-  $	-  $	-  $	-  $	-  $	-  $	-  $	-  $	-  $	-  $
$	943  $	-  $	-  $	-  $	-  $	-  $	-  $	-  $	-  $	-  $	-  $
$	-  $	-  $	-  $	-  $	-  $	-  $	-  $	-  $	-  $	-  $	-  $
$	2,836  $	-  $	-  $	-  $	-  $	-  $	-  $	-  $	-  $	-  $	-  $
$	-  $	-  $	-  $	-  $	-  $	-  $	-  $	-  $	-  $	-  $	-  $
$	668  $	-  $	-  $	-  $	-  $	-  $	-  $	-  $	-  $	-  $	-  $
$	4,321  $	-  $	-  $	-  $	-  $	-  $	-  $	-  $	-  $	-  $	-  $
$	-  $	-  $	-  $	-  $	-  $	-  $	-  $	-  $	-  $	-  $	-  $
$	-  $	-  $	-  $	-  $	-  $	-  $	-  $	-  $	-  $	-  $	-  $
$	9,000  $	-  $	-  $	-  $	-  $	-  $	-  $	-  $	-  $	-  $	-  $

-  $	1,744
-  $	-
-  $	27,009
-  $	943
-  $	-
-  $	2,836
-  $	-
-  $	668
-  $	4,321
-  $	-
-  $	-
-  $	9,000

Subtotal Operations & Maintenance	$	46,521  $	-  $	-  $	-  $	-  $	-  $	-  $	-  $	-  $	-  $	-  $	-  $	46,521

Utilities
Utilities - Common Area Streetlighting Amenity Center Amenity Management Pool Attendants
Pool Permit
Cable TV/Internet/Telephone Utilities - Amenity Center Refuse Service
Amenity Center Access Cards HVAC Maintenance
Special Events Holiday Decorations Security Monitoring Janitorial Services Pool Maintenance
Pool Chemicals & Repairs Fitness Repairs & Maintenance Amenity Repairs & Maintenance Pest Control
Other
Property Insurance Contingency

$	3,254  $	-  $	-  $	-  $	-  $	-  $	-  $	-  $	-  $	-  $	-  $
$	8,586  $	-  $	-  $	-  $	-  $	-  $	-  $	-  $	-  $	-  $	-  $

$	8,411  $	-  $	-  $	-  $	-  $	-  $	-  $	-  $	-  $	-  $	-  $
$	-  $	-  $	-  $	-  $	-  $	-  $	-  $	-  $	-  $	-  $	-  $
$	-  $	-  $	-  $	-  $	-  $	-  $	-  $	-  $	-  $	-  $	-  $
$	658  $	-  $	-  $	-  $	-  $	-  $	-  $	-  $	-  $	-  $	-  $
$	1,528  $	-  $	-  $	-  $	-  $	-  $	-  $	-  $	-  $	-  $	-  $
$	223  $	-  $	-  $	-  $	-  $	-  $	-  $	-  $	-  $	-  $	-  $
$	-  $	-  $	-  $	-  $	-  $	-  $	-  $	-  $	-  $	-  $	-  $
$	-  $	-  $	-  $	-  $	-  $	-  $	-  $	-  $	-  $	-  $	-  $
$	438  $	-  $	-  $	-  $	-  $	-  $	-  $	-  $	-  $	-  $	-  $
$	-  $	-  $	-  $	-  $	-  $	-  $	-  $	-  $	-  $	-  $	-  $
$	209  $	-  $	-  $	-  $	-  $	-  $	-  $	-  $	-  $	-  $	-  $
$	2,834  $	-  $	-  $	-  $	-  $	-  $	-  $	-  $	-  $	-  $	-  $
$	2,250  $	-  $	-  $	-  $	-  $	-  $	-  $	-  $	-  $	-  $	-  $
$	4,314  $	-  $	-  $	-  $	-  $	-  $	-  $	-  $	-  $	-  $	-  $
$	-  $	-  $	-  $	-  $	-  $	-  $	-  $	-  $	-  $	-  $	-  $
$	-  $	-  $	-  $	-  $	-  $	-  $	-  $	-  $	-  $	-  $	-  $
$	60  $	-  $	-  $	-  $	-  $	-  $	-  $	-  $	-  $	-  $	-  $

$	45,279  $	-  $	-  $	-  $	-  $	-  $	-  $	-  $	-  $	-  $	-  $
$	514  $	-  $	-  $	-  $	-  $	-  $	-  $	-  $	-  $	-  $	-  $

-  $	3,254
-  $	8,586

-  $	8,411
-  $	-
-  $	-
-  $	658
-  $	1,528
-  $	223
-  $	-
-  $	-
-  $	438
-  $	-
-  $	209
-  $	2,834
-  $	2,250
-  $	4,314
-  $	-
-  $	-
-  $	60

-  $	45,279
-  $	514

Other Financing Sources/Uses:
Transfer Out - Capital Reserve

$

-  $

-  $

-  $

-  $

-  $

-  $

-  $

-  $

-  $

-  $

-  $

-  $

-

Net Change in Fund Balance	$	(141,378)  $	-  $	-  $	-  $	-  $	-  $	-  $	-  $	-  $	-  $	-  $	-  $	(141,378)

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

Excess (Deficiency) of Revenues over Expenditures	$	(141,378)  $	-  $	-  $	-  $	-  $	-  $	-  $	-  $	-  $	-  $	-  $	-  $	(141,378)

Total Expenditures	$	147,617  $	-  $	-  $	-  $	-  $	-  $	-  $	-  $	-  $	-  $	-  $	-  $	147,617

Total Operations & Maintenance	$	125,080  $	-  $	-  $	-  $	-  $	-  $	-  $	-  $	-  $	-  $	-  $	-  $	125,080

Subtotal Amenity Center	$	78,559  $	-  $	-  $	-  $	-  $	-  $	-  $	-  $	-  $	-  $	-  $	-  $	78,559

Randal Park
Community Development District Long Term Debt Report

Series 2012 Special Assessment Bonds	

Interest Rate:	
(5.75% , 6.125% , 6.875%)		
Maturity Date:	11/1/2042		
Maximum Annual Debt Service :	$397,203		
Reserve Fund Requirement	$397,203		
Reserve Fund Balance	$402,724		

Bonds Outstanding - 05/17/2012		
$5,115,000	
Less : November 1, 2013 (Mandatory)		($65,000)	
Less : November 1, 2014 (Mandatory)		($70,000)	
Less : November 1, 2015 (Mandatory)		($70,000)	
Less : November 1, 2016 (Mandatory)		($75,000)	
Less : November 1, 2017 (Mandatory)		($80,000)	
Less : November 1, 2018 (Mandatory)		($85,000)	
Less : November 1, 2019 (Mandatory)		($90,000)	
Less : November 1, 2020 (Mandatory)		($95,000)	
Less : November 1, 2020 (Special Call)		($15,000)	
Less : August 1, 2021 (Special Call)		($5,000)	
Less : November 1, 2021 (Mandatory)		($90,000)	
Less : August 1, 2022 (Special Call)		($5,000)	
Less : November 1, 2022 (Mandatory)		($90,000)	
Less : November 1, 2023 (Mandatory)		($115,000)	
Current Bonds Outstanding		$4,165,000	

Series 2015 Special Assessment Bonds	

Interest Rate:	
(4.25% , 5% , 5.2%)		
Maturity Date:	11/1/2045		
Maximum Annual Debt Service :	$596,080		
Reserve Fund Requirement	$596,080		
Reserve Fund Balance	$598,565		

Bonds Outstanding - 03/18/2015		
$9,055,000	
Less : November 1, 2016 (Mandatory)		($145,000)	
Less : November 1, 2017 (Mandatory)		($150,000)	
Less : February 1, 2018 (Special Call)		($15,000)	
Less : November 1, 2018 (Mandatory)		($155,000)	
Less : November 1, 2018 (Special Call)		($20,000)	
Less : February 1, 2019 (Special Call)		($20,000)	
Less : August 1, 2019 (Special Call)		($5,000)	
Less : November 1, 2019 (Mandatory)		($155,000)	
Less : November 1, 2020 (Mandatory)		($165,000)	
Less : November 1, 2021 (Mandatory)		($170,000)	
Less : February 1, 2022 (Special Call)		($5,000)	
Less : August 1, 2022 (Special Call)		($5,000)	
Less : November 1, 2022 (Mandatory)		($180,000)	
Less : August 1, 2023 (Special Call)		($5,000)	
Less : November 1, 2023 (Mandatory)		($185,000)	
Current Bonds Outstanding		$7,675,000	

Series 2018 Special Assessment Bonds	

Interest Rate:	
(4.100% , 4.500% ,		
	5.050%, 5.200%)		
Maturity Date:	5/1/2049		
Maximum Annual Debt Service :	$117,674		
Reserve Fund Requirement	$58,837		
Reserve Fund Balance	$59,085		

Bonds Outstanding - 11/30/2018		
$1,770,000	
Less : May 1, 2020 (Mandatory)		($30,000)	
Less : May 1, 2021 (Mandatory)		($30,000)	
Less : May 1, 2022 (Mandatory)		($30,000)	
Less : May 1, 2023 (Mandatory)		($30,000)	
Less : May 1, 2024 (Mandatory)		($30,000)	
Current Bonds Outstanding		$1,620,000	

Total Bonds Outstanding	$13,460,000

!!"#$%& "

FY25 Proposals Review
Total Estimated Available FY25 Budget Available Funds -
$80,000
Total Current Proposal Cost With Pool Resurface -
$186,542
Total Current Proposal Cost With Pool Acid Wash -
$122,842

FY25 Proposals Review

Full Pool Resurface - $93,267 (With Extras) or $67,692
Pool Acid Wash - $3,992
Clubhouse Column Repairs - $51,200
Clubhouse Fascia Repairs - $21,650
Landscape Tree Lifting - $36,200
Pool Paver Installation - $9,800

Electro Mechanic Industries, Inc. DBA Vermana
2909 Fairgreen Street
Orlandol FL 32803

4076013943

Name I Address

Ship To

www.vermana.com admin@vermana.com
I	I

Estimate

Randal Park CDD 8846 Randal Park Blvd Orlando, FL 32832 USA

Randal Park CDD 8846 Randal Park Blvd Orlando, FL 32832 USA

Estimate#	Date	P.O Num#		
915181	10/3/2024			YOUR APPROVAL OF THIS ESTIMATE MUST BE FORWARDED TO THE OPERATIONS DEPARTMENT!
operations@vermana.com
This estimate is valid for 30 days from the date listed above	
Sales Rep
DBK		

Amount

Rate

Qty

Activity

Total	$92,485.00

Accepted By:	Accepted Date:

•commercial Swimming Poof Chemicals & Supplies
•GtJJortne tor Treatment
at Drinking & waste V\fclter

Paris, Repairs and
Renovations
Uc ff GP C043205
Pool Heater Sales
and Repair Lie# 12152

RANDAL PARK
8730 RANDAL PARK BLVD. ORLANDO, FL. 32832
08/19/24

ATTN: PROPERTY MANAGER

RESURFACE POOL WITH EXPOSED QUARTZ FINISH OPTIONS TO INSTALL NEW TILE AND LED LIGHTS.

SCOPE OF WORK FOR POOL AREA

DRAIN POOL
CHIP OFF LOOSE AND DELAMINATED MATERIAL UP TO 250 SQ. FT
DIAMOND SAW CUT AND BEVEL EXISTING FINISH APPROXIMATELY 1 ½'-2" WIDE, AROUND ALL WALL PENETRATIONS, (INCLUDING LIGHTS, MAIN DRAINS AND RETURN LINE FITTINGS, VACUUM LINES) AND NEXT TO TILE PROVIDE FULL DEPTH AND FLUSH INSTALLATION OF THE NEW FINISH
CHIP AND REMOVE NEEDED SURFACE FROM THE GUTTER TO ACHIEVE 2" SLOPE FROM THE FRONT TO THE BACK OF THE GUTTER
4,000 PSI PRESSURE WASH ENTIRE POOL SURFACE
ACID WASH
INSTALL NEW 2''X6" CONTRASTING SKID-RESISTANT TILE ON THE GUTTER LIP.
INSTALL NEW 2''X6" CONTRASTING SKID RESISTANT STEP TILE ON STEPS (PER FBC 454)
FLOOR RETURNS. INSTALL NEW SLOTTED GRATES ON FLOOR INLETS TO REDUCE THE CHANCES OF FUTURE STAINING AND EROSION OF THE NEW FINISH.
CLEAN AND POLISH THE STAINLESS-STEEL HANDRAILS (RESULTS MAY VARY).
APPLY BOND KOTE TO PREPARE OLD SURFACE (COVERING FLOOR, GUTTER, AND WALLS)
REPLACE THE 2 - 12"x12" MAIN DRAIN FRAMES AND GRATES WITH NEW VGBA GRATES
RESURFACE POOL WITH SMOOTH, MONOLITHIC LAYER OF EXPOSED QUARTZ FINISH (3/8" TO½" THICK)
REMOVE ALL WASTE FROM JOB

801 Sawdust Trail
Kissimmee, FL 34744

www.spiespootcom

407-847-2771
Fax 407--847-8242

•commercial Swimming Poof Chemicals & Supplies
•GtJJortne tor Treatment
at Drinking & waste V\fclter

Paris, Repairs and
Renovations
Uc ff GP C043205
Pool Heater Sales
and Repair Lie# 12152

REFILL POOL WITH YOUR WATER, COMPLETELY BALANCE THE WATER CHEMISTRY USING YOUR CHEMICALS, START UP SYSTEM, INSTRUCT YOUR OPERATOR IN THE PROPER TECHNIQUE OF CARING FOR THE NEW FINISH

POOL RESURFACING

LIMITED SYR. MANUFACTURER WARRANTY (POOL FINISH ONLY) ALL OTHER MATERIALS AND LABOR 1 YEAR WARRANTY
TOTAL: $67,692.00

OPTION #1:

RETILE THE INSIDE BEAM, INSTALL NEW 6''X6" TILE WITH THE DEPTH MARKERS ON THE INSIDE BEAM

TOTAL: $8,325.00
OPTION #2:

RETILE THE LAP LANES. INSTALL FIVE NEW DARK CONTRASTING 2''X2" TILED RACE LANES 6" WIDE WITH NEW WALL TARGETS.
TOTAL: $7,200.00
OPTION #3:
TOP OF THE BEAM. INSTALL NEW 6''X6" NON-SKID DEPTH AND NO DIVING MARKER TILE ON THE TOP OF THE BEAM.
TOTAL: $3,360.00
OPTION #4:

INSTALL 5 NEW LED LIGHTING FIXTURES IN EXISTING LIGHT NICHES. MANUFACTURER STATES AN 86% ENERGY COST SAVINGS.
{ANY WORK TO THE EXISTING LIGHTING SYSTEM, LE. TRANSFORMERS, CONDUITS, BOND WIRE, ETC. ARE NOT INCLUDED. IF ANY ADDITIONAL WORK IS NEEDED, A PROPOSAL WILL BE PROVIDED BEFORE WORK IS COMPLETED.}
TOTAL: $6,690.00

801 Sawdust Trail
Kissimmee, FL 34744

www.spiespool.com

407-847-2771
Fax 407--847-8242

•commercial Swimming Poof Chemicals & Supplies
•GtJJortne tor Treatment
at Drinking & waste V\fclter

Paris, Repairs and
Renovations
Uc ff GP C043205
Pool Heater Sales
and Repair Lie# 12152

**NOTE: THE POOL DECK AREA WILL NEED TO BE CLOSED WHILE THE REFINISHING IS BEING DONE.

THE WORK WILL TAKE 3-4 WEEKS. WEATHER AND GROUNDWATER CONDmONS MAY INCREASE THE LENGTH OF THE JOB. WE DO REQUIRE A PAYMENT SCHEDULE WITH A 50% DEPOSIT DUE UPON RECEIVING A COPY OF THE SIGNED CONTRACT AND THE REMAINING 50% DUE UPON COMPLETION AND SUBMITTAL OF OUR FINAL INVOICE. PLEASE HAVE AN AUTHORIZED PERSON SIGN THE QUOTE; RETURN AN EXECUTED SET TO US FOR CONVENIENT SCHEDULING OF THE WORK. IF YOU HAVE ANY QUESTIONS, PLEASE FEEL FREE TO CALL ME.

ACCEPTED AND AGREED:	REGARDS,

BY: 		 TITLE: 	  DATE: 	

DEREK SCHWAN PROJECT MANAGER SPIES POOL, LLC. CP C043205

OPTION#l		OPTION #2  

OPTION #3	OPTION #4

801 Sawdust Trail
Kissimmee, FL 34744

www.spiespool.com

407-847-2771
Fax 407--847-8242

Commercial Swimming Pool Chemicals & Supplies
Chlorine for Treatment
of Drinking & Waste Water

Parts, Repairs and
Renovations Lie # GP C043205
Pool Heater Sales
and Repair Lie# 12152

RANDAL PARK
8730 RANDAL PARK BLVD ORLANDO, FL 32832

8/19/2024

ATTN: MANAGER

THIS QUOTE IS FOR DRAINING AND ACID WASHING THE MAIN POOL. SPIES PROPOSES TO DRAIN, ACID AND CHLORINE WASH IF NECESSARY, YOUR SWIMMING POOL FINISH AS NEEDED TO REMOVE THE STAINS.

THE WORK WILL TAKE 2 DAYS TO COMPLETE.

NOTE: RE-FILLING YOUR POOL MAY TAKE SEVERAL DAYS DUE TO THE WATER PRESSURE. START UP & CHEMICALS NEEDED TO BALANCE THE POOL AFTER REFILLING IS NOT INCLUDED IN THIS QUOTE.

*NOTE: WHILE WE ARE VERY CAREFUL WITH ACID WASHING THE POOL, NOT ALL OF THE
L		STAINING MAY BE REMOVED. POOL FINISH POP-OFFS OR THIN SPOTS THAT ALREADY EXIST OR MAY OCCUR DURING CLEANING WOULD BE REPAIRED AND BILLED AT AN EXTRA COST.

TOTAL: $3,992.00 PLUS TAX

PLEASE NOTE: PRICE IS GOOD FOR 30 DAYS FROM DATE ON BID.

ACCEPTED AND AGREED:

NAME: 	_

TITLE: 		_ DATE: 	_

KEN SOUKUP SERVICE MANAGER SPIES POOL INC. CP C043205

801 SawdustTrail
Kissimmee, FL 34744

407-847-2771
Fax 407-847-8242

M.E.S.

M.E.S. PROFESSIONAL, INC.
10700 Fairhaven Way ~ Orlando, FL 32825
Phone 407-307-5592 ~ Email mesprofessional@hotmail.com
September 6, 2024

Via Email – apenagos@gmscfl.com

Ms. Alexandra Penagos Randal Park CDD 9145 Narcoossee Road Suite A-206
Orlando, FL 32827
Re:	Exterior Work at Randal Park Clubhouse Areas, 8730 Randal Park Blvd., Orlando
Dear Alex:
This is a proposal for performing the following scopes of work at the above-referenced property, consisting of:
	Removing the 6x6x12 columns damaged by water and discarding, in the following areas:
Exercise and bathroom building: 	4 columns at the front;
	16 in between bathrooms and exercise room;
Clubhouse (office and banquet area): 	4 columns at the front;
	4 at rear of office;
	12 in front of banquet area; 	12 at rear of banquet area;
Mailbox building:
	12 columns all around; The work will consist of:
Removal of the trim and designs;
Support the header;
Removal of the column;
Fill in with concrete the area to make it level with the tiles to prevent accumulation of water;
Install Strong-tie Adjustable Post Base where the column will be mounted to;
Install column and seal each to 12” high with Tremco’s Vulkem 346;
Redress each column with the trim and design;
Seal with Tremco’s Dymonic 100 Sealant;

Ms. Alexandra Penagos Randal Park CDD September 6, 2024
Page 2

Paint with Sherwin Williams Latitude satin.
Our cost to perform this scope of work, consisting of labor and materials, will be $51,200.00. Please note that the columns, bottom trim and metals will be replaced.
Please let me know if you have any questions. Please note that this proposal is valid for thirty (30) days.
Very truly yours,
M.E.S. PROFESSIONAL, INC.
/s/ Enrique Sierra

Enrique Sierra

Work Authorization

The following is to obtain written authorization to perform the scope of services proposed above and provide terms and conditions for completion of those services and submittal of payment. Payment of services rendered will be based on the stated proposal above and made a part of this authorization. If M.E.S. is required to modify the scope of services, either by request or by our determination that additional services are required, we will provide you with a "Change Order" for the scope and cost revision.

Work authorized by:

By:	 Name:	 Title:	 Date:	

M.E.S.

M.E.S. PROFESSIONAL, INC.
10700 Fairhaven Way ~ Orlando, FL 32825
Phone 407-307-5592 ~ Email mesprofessional@hotmail.com
September 6, 2024

Via Email – apenagos@gmscfl.com

Ms. Alexandra Penagos Randal Park CDD 9145 Narcoossee Road Suite A-206
Orlando, FL 32827
Re:	Exterior Work at Randal Park Clubhouse Areas, 8730 Randal Park Blvd., Orlando
Dear Alex:
This is a proposal for performing the following scopes of work at the above-referenced property, consisting of:
	Replacing the drip edge and fascia board to the four buildings (the Clubhouse, the pool area rec building, the exercise/bathroom building, and the mailbox building) comprising the Randal Park Clubhouse, as follows:
Remove the gutters;
Remove the entire fascia board and drip edge; discard same;
Install new fascia board with 1x6 PT wood;
Install on the top of the fascia board 1x2 PT wood to separate the drip edge from the fascia board;
Install drip edge;
Paint the fascia board with Sherwin Williams Latitude satin.
Our cost to perform this scope of work, consisting of labor and materials, will be $21,650.00. If the fascia board replacement is done with AZEK pvc planks (1x6 and 1x2), the cost, consisting of labor and materials, will be $23,400.00.
Please let me know if you have any questions. Please note that this proposal is valid for thirty (30) days.
Very truly yours,
M.E.S. PROFESSIONAL, INC.
/s/ Enrique Sierra

Enrique Sierra

Ms. Alexandra Penagos Randal Park CDD September 6, 2024
Page 2

Work Authorization
The following is to obtain written authorization to perform the scope of services proposed above and provide terms and conditions for completion of those services and submittal of payment. Payment of services rendered will be based on the stated proposal above and made a part of this authorization. If M.E.S. is required to modify the scope of services, either by request or by our determination that additional services are required, we will provide you with a "Change Order" for the scope and cost revision.

Work authorized by:

By:	 Name:	 Title:	 Date: