Heritage Landing Community Development District

Board of Supervisors’ Meeting
August 12, 2021

District Office: 2806 N. Fifth Street Unit 403
St. Augustine, FL 32084 www.heritagelandingcdd.org

HERITAGE LANDING COMMUNITY DEVELOPMENT DISTRICT

Rizzetta & Company, Inc., 2806 North Fifth Street, Unit 403, St Augustine, FL 32084

Board of Supervisors	Michael Taylor Alan Fernandez	Chairman Vice Chairman	
	Robert Och Achara Tarfa Kevin Austin	Assistant Secretary Assistant Secretary Assistant Secretary	
District Manager	Melissa Dobbins	Rizzetta & Company, Inc.	
District Counsel	Wes Haber	Hopping Green & Sams, PA	
District Engineer	Scott Lockwood	England-Thims & Miller, Inc.	

All cellular phones must be placed on mute while in the meeting room.

The first section of the meeting is called Audience Comments, which is the portion of the agenda where individuals may make comments on Agenda Items. The final section of the meeting will provide an additional opportunity for Audience Comments on other matters of concern that were not addressed during the meeting. Individuals are limited to a total of three (3) minutes to make comments during these times.

Pursuant to provisions of the Americans with Disabilities Act, any person requiring special accommodations to participate in this meeting/hearing/workshop is asked to advise the District Office at least forty-eight (48) hours before the meeting/hearing/workshop by contacting the District Manager at (904) 436-6270. If you are hearing or speech impaired, please contact the Florida Relay Service by dialing 7-1-1, or 1-800-955-8771 (TTY)
1-800-955-8770 (Voice), who can aid you in contacting the District Office.

A person who decides to appeal any decision made at the meeting/hearing/workshop with respect to any matter considered at the meeting/hearing/workshop is advised that person will need a record of the proceedings and that accordingly, the person may need to ensure that a verbatim record of the proceedings is made including the testimony and evidence upon which the appeal is to be based.

HERITAGE LANDING COMMUNITY DEVELOPMENT DISTRICT

District Office · St. Augustine, Florida · (904) 436-6270
Mailing Address – 3434 Colwell Avenue, Suite 200, Tampa, Florida 33614
www.heritagelandingcdd.org

Board of Supervisors Heritage Landing Community Development District

Dear Board Members:

AGENDA

August 5, 2021

The regular meeting of the Board of Supervisors of  t he Heritage Landing 
Community Development District will be held on Thursday, August 12, 2021 at 6:00 p.m. at the Heritage Landing Amenity Center, located at 370 Heritage Landing Parkway, St. Augustine, Florida 32092. The following is the agenda for this meeting.
CALL TO ORDER/ROLL CALL
AUDIENCE COMMENTS ON AGENDA ITEMS
BUSINESS ADMINISTRATION
Consent Agenda
i.) Consideration of the Board of Supervisors’ Regular Meeting Minutes held on July 8, 2021	Tab 1
ii.) Ratification of the Operation and Maintenance Expenditures
for June 2021	Tab 2
STAFF REPORTS PART A
District Engineer
1.) Engineer Report, July 13, 2021	Tab 3
Landscape and Maintenance
1.) BrightView Landscape Report, August 4, 2021…	Tab 4
2.) Consideration of BrightView Landscape Proposals for Landscape Enhancements…	Tab 5
Security Update
1.) Giddens Security Report, August 12, 2021	Tab 6
BUSINESS ITEMS
Discussion Regarding Suspension of Amenity Privileges
Security Services Presentations	Tab 7
Review of Playground Policies	Tab 8
Public Hearing on Fiscal Year 2021-2022 Budget
1.) Consideration of Resolution 2021-03, Adopting Fiscal Year
2021-2022 Final Budget	Tab 9
Consideration   of    Resolution   2021-04,   Imposing    Special Assessments	Tab 10
Consideration of Resolution 2021-05, Setting the Date, Time and
Location of Fiscal Year 2021-2022 Meeting Schedule	Tab 11

STAFF REPORTS PART B
District Counsel
Amenity Center and Field Maintenance
1.) Amenity Manager Report, August 12, 2021	Tab 12
2.) Field Maintenance Report, August 4, 2021	Tab 13
i.)	Discussion Regarding Camera System	Tab 14
ii.)	Consideration of Proposals for Playground Equipment	Tab 15
iii.)	Consideration of Proposal for BBQ at Picnic Area…	Tab 16
iv.)	Charles Aquatics Pond Report, July 30, 2021	Tab 17
District Manager
AUDIENCE COMMENTS AND SUPERVISOR REQUESTS
ADJOURNMENT

CALL TO ORDER / ROLL CALL

AUDIENCE COMMENTS ON AGENDA ITEMS

BUSINESS ADMINISTRATION

Consent Agenda

Tab 1

1	MINUTES OF MEETING
2
Each person who decides to appeal any decision made by the Board with respect to any
matter considered at the meeting is advised that the person may need to ensure that a
verbatim record of the proceedings is made, including the testimony and evidence upon which
such appeal is to be based.
7
8	HERITAGE LANDING COMMUNITY DEVELOPMENT DISTRICT
9
The regular meeting of the Heritage Landing Community Development District was held on
Thursday, July 8, 2021 at 10:00 a.m. at the Heritage Landing Amenity Center, located at 370
Heritage Landing Parkway, St. Augustine, Florida 32092. The following is the agenda for this
meeting.
14
15	Present and constituting a quorum:
16
Michael Taylor	Board Supervisor, Chairman
Alan Fernandez	Board Supervisor, Vice Chairman
Robert Och	Board Supervisor, Assistant Secretary
Achara Tarfa	Board Supervisor, Assistant Secretary
(via speakerphone)
Kevin Austin	Board Supervisor, Assistant Secretary
(via speakerphone)
24
25	Also present were:
26
Melissa Dobbins	District Manager, Rizzetta & Company, Inc.
Wes Haber	District Counsel, Hopping Green & Sams, P.A.
(via speakerphone)
Sarah Johnson	Facility Manager, Vesta Property Services
Lourens Erasmus	Field Operations Manager, Vesta Property Services
Billy Buerki	Representative, BrightView Landscaping
Nathan Scott	Representative, Giddens Security (via speakerphone)
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35	Public in person
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37 FIRST ORDER OF BUSINESS	Call to Order
38
39 Mr. Taylor called the meeting to order at 10:00 a.m. and read the roll call.
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42 SECOND ORDER OF BUSINESS	Public Comments
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44 No comments.
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52 THIRD ORDER OF BUSINESS	Consent Items

On a motion by Mr. Och, seconded by Mr. Fernandez, with all in favor, the Board approved the Regular Meeting Minutes held on June 10, 2021 and the Operation and Maintenance Expenditures for May 2021 in the amount of $93,716.41 for Heritage Landing Community Development District.

53

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55 FOURTH ORDER OF BUSINESS	Staff Reports – PART A
56
A.	District Engineer
Mr. Erasmus requested Mr. Lockwood to review berm erosion issue. Mr. Lockwood
will review and report back.
60
B.	Landscape and Maintenance
1.)	BrightView Landscape Report, June 28, 2021
2.)	Consideration of Landscape Enhancement Proposals for Plantings at Silver
Glen (Under Separate Cover)
Mr. Buerki reviewed a proposal for landscape enhancement plantings at Silver Glen
(Exhibit A). Discussions ensued.

On a motion by Mr. Fernandez, seconded by Mr. Taylor, by majority vote, with Mr. Och opposed, the Board approved BrightView proposal for plantings at Silver Glen in the amount of $2,282.87 for Heritage Landing Community Development District.

67

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C.	Security Update
Mr. Giddens gave an update regarding incidents over the last month.
71
FIFTH ORDER OF BUSINESS	Discussion Regarding Suspension of
Amenity Privileges
74
The minors and one parent read statements and apologized to the Board regarding their
involvement in the incident on June 18, 2021.
77
The Board acknowledged their bravery and taking accountability for their actions. After further
discussions the Board decided to take no further action beyond the thirty (30) day suspensions
for all residents from the June 11, 2021, June 12, 2021, June 18, 2021 and June 19, 2021
incidents.
82
Mr. Quintero spoke regarding his son incident and requested the board consider some
background information on his son to determine if his suspension could be reviewed again. The
Board requested the minor to come in person to speak to them.
86
SIXTH ORDER OF BUSINESS	Consideration of Proposals for Security
Services
89
The Board received five (5) proposals for security services. After discussions the Board
requested that Allied Universal and PGS come back to the next meeting to present.

93
SEVENTH ORDER OF BUSINESS	Discussion Regarding Sales and District
Purchase Options
96
97 The Board reviewed options regarding staff using a District credit card.

On a motion by Mr. Taylor, seconded by Mr. Fernandez, with all in favor, the Board approved District Management to open a District debit card account with a limit of $2,500.00 for Heritage Landing Community Development District.

98

99
EIGHTH ORDER OF BUSINESS	Discussion Regarding Fiscal Year 2021-2022
Budget

The Board reviewed making additional changes to the Fiscal Year 2022 proposed budget.
The District Manager was directed to remove slide tower repair budget line to $10,000,
change the security to $65,000, change the tree removal to $10,000 and update Vesta
management to not include an increase.

NINTH ORDER OF BUSINESS	Discussion Regarding Facility Usage by
Non-Resident Staff Members

On a motion by Mr. Och, seconded by Ms. Tarfa, with all in favor, the Board approved non- resident Staff members to use the Amenity Facilities when not on duty for Heritage Landing Community Development District.

TENTH ORDER OF BUSINESS	Review of Holiday Rental Policy

1.) Review of BBQ Grill Policy

On a motion by Ms. Tarfa, seconded by Mr. Taylor, with all in favor, the Board approved amending the Holiday Rental Policy to allow two (2) rentals per day on the actual holiday and weekend of holiday for July 4th, Memorial Day and Labor Day at the Heritage Room and Picnic Pavilion for Heritage Landing Community Development District.

On a motion by Mr. Fernandez, seconded by Mr. Och, with all in favor, the Board approved the BBQ policies, as presented, for Heritage Landing Community Development District.

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ELEVENTH ORDER OF BUSINESS	Discussion Regarding Recreational Vehicle
and Watercraft Facility Policies

Discussions ensued.

On a motion by Mr. Och, seconded by Mr. Fernandez, with all in favor, the Board approved amending RV Policies to require recreational vehicles to be on trailer when parked in RV lot, unless authorized otherwise by Amenity Manager, for Heritage Landing Community Development District.

123

The Board clarified policy went into effect immediately for any new leases. Current leases
will be grandfathered until their lease expires this term.

TWELFTH ORDER OF BUSINESS	Staff Reports- PART B

A.	District Counsel
Mr. Haber updated the Board further on new options regarding advertising on
Newspaper’s websites versus paper copy.

B.	Amenity Center and Field Maintenance
1.) Amenity Manager Report, July 8, 2021
2.) Field Maintenance Report, June 28, 2021
i.) Consideration of Proposal for Entrance Tower Assessment Report
3.) Charles Aquatics Pond Report, June 9, 2021
4.) Charles Aquatics Fountain Report, June 22, 2021

Staff reviewed reports and upcoming events.

On a motion by Mr. Fernandez, seconded by Mr. Och, with all in favor, the Board approved Sports & Arts, LLC to hold a basketball camp July 19, 2021 to July 23, 2021 from 9:00 a.m. to 12:00 p.m. at a cost of $125 per person and authorized the Chairman to execute agreement for Heritage Landing Community Development District.

The Board noted that they were also comfortable if two (2) games were played at
Heritage Landing during for Three (3) verses Three (3) Half Court program.

On a motion by Mr. Fernandez, seconded by Mr. Och, with all in favor, the Board approved M&M proposal for Entrance Tower in the amount of $2,000 for Heritage Landing Community Development District.

Mr. Erasmus reviewed tennis court light repairs and has pool furniture color options
at the office for anyone to look.

C.	District Manager
Ms. Dobbins mentioned possibly moving the 10:00 am meetings to 1:00 p.m. next
fiscal year and requested the Board to review their schedules since the
schedule will be adopted next month.

THIRTEENTH ORDER OF BUSINESS	Audience Comments and Supervisors
Request

Mr. Och requested estimate to get BBQ’s for picnic area.

Mr. Taylor requested that the Board review playground policies at the next meeting.

An audience member requested confirmation when residents can come to the office and update
their minor’s ID. Ms. Johnson noted any staff member at the office should be able to help, so any
time during office hours.

168 FOURTEENTH ORDER OF BUSINESS	Adjournment

On a motion by Mr. Och, seconded by Mr. Fernandez, with all in favor, the Board adjourned the meeting at 12:41 p.m. for Heritage Landing Community Development District.

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Exhibit A

Proposal for Extra Work at Heritage Landing @ WGV	

Property Name Property Address	
Heritage Landing @ WGV 232 Silver Glen Ave
Saint Augustine, FL 32092	
Contact To
Billing Address	
Melissa Dobbins Heritage Landing CDD
c/o Rizzetta and Company 8529 S Park
Cir Ste 330
Orlando, FL 32819	
Project Name Project Description	5-4-20 Enhancement
Extend Spartania bed at the end of Silver glen to discourage pedestrian traffic (Option 2)
Scope of Work	

QTY	
UoM/Size	
Material/Description	
Unit Price	
Total	

1.00	
LUMP SUM	Mobilization of crew. Delivery of material. Disposal of
generated debris. Spray out the area being extended 2	
$498.50	
$498.50	
		weeks prior to install			
33.00	EACH	Spartania Grass 3gal. Installed (3 rows)	$16.84	$555.64	

4.00	
EACH	Crape Myrtle 30gal. Muskogee (Purple) Installed on 12' spacing behind extension of bed.	
$259.18	
$1,036.73	
4.00	EACH	Cubic Yard Gold mulch installed	$48.00	$192.00	

For internal use only			
SO#	7564445		
JOB#	346102023			
Service Line	130	Total Price	$2,282.87	
THIS IS NOT AN INVOICE
This proposal is valid for 60 days unless otherwise approved by BrightView Landscape Services, Inc.
11530 Davis Creek Court, Jacksonville, FL 32256 ph. (904) 292-0716 fax (904) 292-1014

BOS approved 7-8-21

Tab 2

HERITAGE LANDING COMMUNITY DEVELOPMENT DISTRICT

DISTRICT OFFICE · ST. AUGUSTINE, FLORIDA 32084
MAILING ADDRESS · 3434 COLWELL AVENUE, SUITE 200 · TAMPA, FLORIDA 33614 WWW.HERITAGELANDINGCDD.ORG

Operation and Maintenance Expenditures
June 2021
Presented For Board Approval

Attached please find the check register listing the Operation and Maintenance expenditures paid from June 1, 2021 through June 30, 2021. This does not include expenditures previously approved by the Board.

The total items being presented: $91,235.30

Approval of Expenditures:

 	 Chairperson

 	 Vice Chairperson

 	 Assistant Secretary

Paid Operation & Maintenance Expenditures
June 1, 2021 Through June 30, 2021

Vendor Name	Check Number Invoice Number	Invoice Description	Invoice Amount

Alan Fernandez	008051	AF061021	Board of Supervisors Meeting 06/10/21	$	200.00	
Bouncers, Slides and More, Inc.	008044	06252021.07	Rental for Event 06/21	$	325.00	
BrightView Landscape Services, Inc.	008035	7286622	Landscape Maintenance 04/21	$	16,249.00	
BrightView Landscape Services, Inc.	008035	7369747	General Tree in Preserve Area 05/21	$	420.00	
BrightView Landscape Services, Inc.	008045	7384113	Install Pinestraw 05/21	$	1,646.64	
BrightView Landscape Services, Inc.	008056	7384130	Install Jasmine 05/21	$	308.44	
Charles Aquatics, Inc.	008057	41674	Qrtly Fountain Maintenance for 5	$	500.00	

Charles Aquatics, Inc.	
008057	
41733	Fountains 06/21
Monthly Aquatic Services - 13 Ponds 06/21	
$	975.00	
Colin Williams	008030	052021	Rental Refund - Colin Williams	$	25.00	
Comcast	202106152021-	8495 74 140 0429787	370 Heritage Landing Parkway 06/21	$	512.13	
	1	06/21			
England Thims & Miller, Inc.	008046	0198252	Professional Services 05/21	$	3,081.45	
Florida Department of Revenue	008052	658015563124-2	Sales and Use Tax 04/21	$	31.27	

Florida Department of Revenue	
008052	Sales and Use Tax 658015563124-2	
Sales and Use Tax 05/21	
$	108.82	
		Sales and Use Tax			

Paid Operation & Maintenance Expenditures	
June 1, 2021 Through June 30, 2021	

Vendor Name		
Check Number Invoice Number		
Invoice Description		
Invoice Amount	

Florida Power & Light Company	
202106152021- 87098-35048 05/21	
County Rd 13 N 05/21	
$	
3,839.15	
	2					
Florida Power & Light Company	202106152021- FPL Summary 05/21	Electric Summary 05/21	$	3,864.06	
	2					
Giddens Security Corporation	008059	23462260	Security Service 04/21	$	4,200.00	
Giddens Security Corporation	008047	23462480	Security Service 05/21	$	4,410.00	
Harold Delaroi	008058	062221	Deposit Refund - Harold Delaroi	$	195.00	
Hopping Green & Sams	008036	122671	General/Monthly Legal Services 03/21	$	1,556.50	
Kevin Lee Austin	008037	KA042921	Board of Supervisors Meeting 04/29/21	$	200.00	
Kevin Lee Austin	008053	KA061021	Board of Supervisors Meeting 06/10/21	$	200.00	
Leslie Achara McNair-Tarfa	008034	AT042921	Board of Supervisors Meeting 04/29/21	$	200.00	
Leslie Achara McNair-Tarfa	008050	AT061021	Board of Supervisors Meeting 06/10/21	$	200.00	
McVeigh & Mangum Engineering, Inc.	008061	20110809-E	Engineering Services - Slide Tower 06/21	$	14.52	
Michael C. Taylor	008041	MT042921	Board of Supervisors Meeting 04/29/21	$	200.00	

Paid Operation & Maintenance Expenditures	
June 1, 2021 Through June 30, 2021	

Vendor Name		
Check Number Invoice Number		
Invoice Description		
Invoice Amount	

Michael C. Taylor	
008055	
MT061021	
Board of Supervisors Meeting 06/10/21	
$	
200.00	
Nancy Horne	008060	061221	Deposit Refund - Nancy Horne	$	25.00	
NEWAGETUTORS LLC dba.	008064	2719	Website ADA Compliance 06/21	$	250.00	
VGlobaltech						
Petrona Reynolds	008040	060221	Rental Refund - Petrona Reynolds	$	50.00	
Poolsure	008039	131295599667	Monthly Pool Maint & Chemicals 06/21	$	1,904.96	
Progressive Entertainment, Inc.	008048	1220078	Event 05/21	$	998.00	
Rizzetta & Company, Inc.	008031	INV0000058940	District Management Fees 06/21	$	5,800.00	
Rizzetta Technology Services, LLC	008032	INV0000007586	Website Hosting Services 06/21	$	100.00	
Robert Och	008038	RO042921	Board of Supervisors Meeting 04/29/21	$	200.00	
Robert Och	008054	RO061021	Board of Supervisors Meeting 06/10/21	$	200.00	
Sanh Van Vo	008065	06222021	Deposit Refund - Sanh Vo	$	68.00	
St. Johns County Utility Department	008033	503699-115198 05/21 370 Heritage Landing Blvd/Amenity Center	$	718.26	
			05/21			
St. Johns County Utility Department	008062	503699-115198 06/21 370 Heritage Landing Blvd/Amenity Center	$	1,114.79	
			06/21			

Paid Operation & Maintenance Expenditures
June 1, 2021 Through June 30, 2021

Vendor Name		Check Number	Invoice Number		Invoice Description		Invoice Amount	

St. Johns County Utility Department	
008033	
533275-126033 05/21	
570 Steamboat Landing Dr 05/21	
$	13.11	
St. Johns County Utility Department	008062	533275-126033 06/21	570 Steamboat Landing Dr 06/21	$	13.11	
Vesta Property Services, Inc.	008063	385068	Camp Heritage Fees 2nd Half 06/21	$	13,734.90	
Vesta Property Services, Inc.	008042	385085	Camp Heritage Fees 1st Half 06/21	$	13,734.90	
Vesta Property Services, Inc.	008042	385171	Lifeguard Hours 05/21	$	4,111.79	
Vesta Property Services, Inc.	008063	385475	Misc Reimbursements 05/21	$	1,869.75	
W.B. Mason Co., Inc.	008043	219796587	Janitor Supplies 04/21	$	27.99	
W.B. Mason Co., Inc.	008043	219830755	Janitor Supplies 04/21	$	115.73	
W.B. Mason Co., Inc.	008066	220826229	Janitor Supplies 06/21	$	155.41	
Waste Management, Inc of Florida	202106152021-	0002857-4032-0	Waste Disposal Services 06/21	$	206.96	
	3				
Wayne Automatic Fire Sprinklers Inc.	008067	890083	Annual Fire Extinguisher Inspection 05/21	$	104.50	
Wayne Automatic Fire Sprinklers Inc.	008067	893895	Quarterly Sprinkler Inspection 06/21	$	125.00	
Welch Tennis Courts, Inc	008049	62269	Windscreens for RV Lot 06/21	$	1,931.16	
Report Total				$	91,235.30	

STAFF REPORTS
PART A

District Engineer

Tab 3

GENERAL PROBLEMS AT HERITAGE LANDING CDD

On July 13, 2021, we met with Heritage Landing CDD to investigate concerns and questions the CDD had. Additionally, we were onsite and one of the water mains connecting to the Amenity Center was leaking. A crew working on irrigation uncovered the pipe but could not fix the leak. We deferred the CDD to a licensed plumber to handle the leak.

TENNIS COURTS:
As noted previously, there are cracks in the Tennis Court Surface. These cracks seem to be getting wider. This is likely due to age (expansion and contraction from Heating and Cooling) (see attached pictures). The CDD mentioned that there could be a way to scape down the cracks and install a mesh material and patch the affected areas. We believe doing something like this would be warranted. In the tennis court area, there is mold growing. This could indicate that there is a blockage in the drainage system due to landscaping. In order to fix this, landscaping would have to be removed in some areas and a drain would have to be installed.

Tennis Courts - Molding (07-13-2021)

Tennis Courts - Cracking (07-13-2021)

LANDSCAPE BERM:
There is a landscape berm behind a vinyl fence near lot 96 at the End of River City Street. The landscape berm that is adjacent to the lot and the FPL Easement appears to be pushing against the fence inward a little. Thus, the berm is creating pressure. One solution would be to dig down approximately 0.5’ to 1.0’ adjacent to the fence with a width of approximately 2.5’ and remove some earth. However, this would require the CDD to install a retaining wall, the wall would be made from RailRoad Ties. Without good topo, it would be hard to tell how high the retaining wall will need to be, but it will need to be at least 1.5’ high. This should hold back the berm and keep it from the fence. The other option, although perhaps not desirable, is to remove part of the berm or make it approximately 3’ or 4’ lower. The berm is only aesthetic and is not required.
Whatever option is done, most of the work adjacent to the fence would have to be done without real equipment because of the lack of room.

Landscape Berm adjacent to Lot 96 (07-13-2021)

Landscape Berm adjacent to Lot 96 (07-13-2021)

BASKETBALL COURTS:
The area between the Basketball Court where the benches are located has eroded (see attached pictures). Previously, mulching and grassing this does not seem to keep erosion down due to the amount of foot traffic there is. One option is to pave this area.

Basketball Courts – Bench Area (Eroded) (07-13-2021)

Basketball Courts – Bench Area (Eroded) (07-13-2021)

The drainage for the Basketball Court needs to be uncovered (see attached pictures and PDF). We have included a sheet showing the location of the proposed inlets. However, they were installed and the as- builts cannot be located. Therefore, it is likely the inlets are buried and need to be located, then the CDD could install a swale as originally shown on the Basketball court and add an inlet to the Northerly side.

The southerly edge of the Basketball court is raising due to the roots (see attached pictures). Also, the drainage was originally set to fall toward the roadway (Heritage Landing) and it does not have good drainage. Ideally, the CDD cut the grade adjacent to the court and then let the court drain toward the low area that is directly West of the court.

Basketball Courts – Raised from Roots (07-13-2021)

Basketball Courts – Raised from Roots (07-13-2021)

POOL DECK:
The area behind the Pool Deck, near the Northerly side has some erosion that is eating underneath the fence and running down the bank of SMF 4 (see attached pictures). The simplest solution is to install a plastic yard drain and have it collect water before the water reaches the fence from the pool deck. The inlet would have a slope down about 8” to 12” in a soft grade so as not to feel too deep and then pipe the drainage under the fence.

Pool Deck Erosion to SMF 4 (07-13-2021)

Pool Deck Erosion to SMF 4 (07-13-2021)

Landscape and Maintenance

Tab 4

General Information

Property Name: Heritage Landing @ WGV
Date: Wednesday, August 04, 2021
Next Inspection Date: Wednesday, September 01, 2021
Client Attendees:
Brightview Attendees: William Buerki

CUSTOMER FOCUS AREA:

Amenities, Heritage Landing pkwy, Common elements

MAINTENANCE ITEMS:

1) Spring flowers are performing well with the exception of some Pentas and Angelonia near the amenity center and roundabout. All flowers scheduled to be treated with Fertilizer/fungicide/insecticide on August 10th to promote healthy growth

..2) Crew fell behind considerably on lake mowing due to weather conditions during the month of July. Extra labor was brought in when the weather subsided to help get us caught up. We have adjusted our sequencing to service the lakes earlier in our service days in hopes of staying ahead of future weather events.

..4) Overall turf health throughout the community is good. Minimal to no weeds in Turf areas and a good green color throughout.

3) Sunshine ligustrum on north side of roundabout continue to struggle. I am them for replacement at no charge to the community
5) Recently installed Jasmine are performing well. Crew is waiting on a routine basis to be sure to keep the bed weed free until we can get it to fill in.

..6) Identified a lot of weeds in the hard surfaces along Heritage Landing Parkway at time of inspection. Scheduling to have these treated

..8) Shrubs that were cut back to reduce height or regenerating well. The shrubs in all other shrubs in Heritage Landing are scheduled to be pruned during the month of August to maintain desired size and shape.

7) Area to the south of the entrance is needs to be line trimmed to bring down overgrown vegetation. Scheduled to be completed during service on August 9th.
9) The wood line on the north side of Heritage Landing Parkway was treated with herbicide to create a delineation between the wood line and the common grounds.

10) The athletic fields are performing well. We have an upcoming herbicide application scheduled for the second week of August to target grassy weeds. Water is currently set to run two times per day to promote growth.

12) Plantings on swallowtail continue to perform well including the sunshine ligustrum.

RECOMMENDATIONS FOR PROPERTY ENHANCEMENTS:

11) Volleyball court is being treated with herbicide to keep the playing area free of weeds

1) Developing a proposal to fill in holes on soccer field

..2) Developing a proposal to perform another aeration of both athletic fields

3) Develop a proposal for requested tree work reviewed with Vesta

NOTES TO OWNER/CLIENT:	
1) Consistent rains during the month of July made it difficult for us to progress through our spray rotations on schedule ultimately putting this behind on weed control in plant beds. We will be doubling our efforts on non-rain days to get us where we would like to be

Spring flowers are performing well with the exception of some Pentas and Angelonia near the amenity center and roundabout. All flowers scheduled to be treated with Fertilizer/fungicide/insecticide on August 10th to promote healthy growth

[ 1 / 11 ]

Maintenance Items

Sunshine ligustrum on north side of roundabout continue to struggle. I am them for replacement at no charge to the community

[ 2 / 11 ]

Maintenance Items

Overall turf health throughout the community is good. Minimal to no weeds in Turf areas and a good green color throughout.

[ 3 / 11 ]

Maintenance Items

Recently installed Jasmine are performing well. Crew is waiting on a routine basis to be sure to keep the bed weed free until we can get it to fill in.

[ 4 / 11 ]

Maintenance Items

[ 8 / 11 ]

[ 7 / 11 ]

Area to the south of the entrance is needs to be line trimmed to bring down overgrown vegetation. Scheduled to be completed during service on August 9th.

Maintenance Items

Identified a lot of weeds in the hard surfaces along Heritage Landing Parkway at time of inspection. Scheduling to have these treated

Maintenance Items

[ 5 / 11 ]		[ 6 / 11 ]	
			
Maintenance Items		Maintenance Items	
Shrubs that were cut back to reduce height or regenerating well. The shrubs in all other shrubs in Heritage Landing are scheduled to be pruned during the month of August to maintain desired size and shape.		The wood line on the north side of Heritage Landing Parkway was treated with herbicide to create a delineation between the wood line and the common grounds.	

The athletic fields are performing well. We have an upcoming herbicide application scheduled for the second week of August to target grassy weeds. Water is currently set to run two times per day to promote growth.

[ 9 / 11 ]

Maintenance Items

Volleyball court is being treated with herbicide to keep the playing area free of weeds

[ 10 / 11 ]

Maintenance Items

Plantings on swallowtail continue to perform well including the sunshine ligustrum.

[ 11 / 11 ]

Maintenance Items

Tab 5

Proposal for Extra Work at Heritage Landing @ WGV	
	
Property Name Property Address	
Heritage Landing @ WGV 232 Silver Glen Ave
Saint Augustine, FL 32092	
Contact To
Billing Address	
Melissa Dobbins Heritage Landing CDD
c/o Rizzetta and Company Inc 3434
Colwell Ave Ste 200 Tampa, FL 33614	
	Project Name Project Description	Field Maintenance 8-5-21
Grade out 6 yards of washed sand on soccer field to fill in holes and level playing area
Scope of Work		

QTY
6.00
1.00	
UoM/Size
CUBIC YARD LUMP SUM	
Material/Description
Washed Sand Delivered
Grade out 6 cuyds of sand to fill in holes on soccer field	
Unit Price
$96.39
$700.00	
Total
$578.33
$700.00	

For internal use only			
SO#	7588357		
JOB#	346102023			
Service Line	130	Total Price	$1,278.33	
THIS IS NOT AN INVOICE
This proposal is valid for 60 days unless otherwise approved by BrightView Landscape Services, Inc.
11530 Davis Creek Court, Jacksonville, FL 32256 ph. (904) 292-0716 fax (904) 292-1014

Proposal for Extra Work at Heritage Landing @ WGV	

Property Name Property Address	
Heritage Landing @ WGV 232 Silver Glen Ave
Saint Augustine, FL 32092	
Contact To
Billing Address	
Melissa Dobbins Heritage Landing CDD
c/o Rizzetta and Company Inc 3434
Colwell Ave Ste 200 Tampa, FL 33614	
Project Name Project Description	Field Aeration 8-5-21
Core Aerate both athletic fields
Scope of Work	

QTY	
UoM/Size	
Material/Description	
Unit Price	
Total	
1.00	LUMP SUM	Core Aerate both athletic fields	$2,520.00	$2,520.00

For internal use only			
SO#	7588354		
JOB#	346102023			
Service Line	130	Total Price	$2,520.00	
THIS IS NOT AN INVOICE
This proposal is valid for 60 days unless otherwise approved by BrightView Landscape Services, Inc.
11530 Davis Creek Court, Jacksonville, FL 32256 ph. (904) 292-0716 fax (904) 292-1014

Proposal for Extra Work at Heritage Landing @ WGV	

Property Name Property Address	
Heritage Landing @ WGV 232 Silver Glen Ave
Saint Augustine, FL 32092	
Contact To
Billing Address	
Melissa Dobbins Heritage Landing CDD
c/o Rizzetta and Company Inc 3434
Colwell Ave Ste 200 Tampa, FL 33614	
Project Name Project Description	General tree 8-4-21
Perform tree work in specified areas
Scope of Work	

QTY	
UoM/Size	
Material/Description	
Unit Price	
Total	
440 Lake Monroe Pl	Subtotal	$560.00

1.00	LUMP SUM

Cut down and leave in preserve 1 Pine tree full of poison ivy vine

$560.00

$560.00

1433 River of May St	Subtotal	$1,260.00

1.00	LUMP SUM	Drop 8 pine trees in preserve area	$1,260.00	$1,260.00

Basketball Court Area	Subtotal	$840.00

1.00	LUMP SUM

Stump Grind a 12" wide area along the side of the basketball court to assist in drainage

$840.00

$840.00

204 Silver Glen	Subtotal	$840.00

1.00	LUMP SUM	Cut back vegetation away from 2 light poles	$840.00	$840.00

For internal use only			
SO#	7587042		
JOB#	346102023			
Service Line	300	Total Price	$3,500.00	
THIS IS NOT AN INVOICE
This proposal is valid for 60 days unless otherwise approved by BrightView Landscape Services, Inc.
11530 Davis Creek Court, Jacksonville, FL 32256 ph. (904) 292-0716 fax (904) 292-1014

SECURITY UPDATE

Tab 6

528 S. Edgewood Avenue Jacksonville, FL 32205
904.384.8071 or 1.888.844.4345
Fax: 904.389.9931
info@giddenssecurity.com
Professional Armed and Unarmed Security Officers since 1982.

Offices and Training Facilities: Jacksonville   -   Ocala   -   West Palm Beach   -   Fort Myers   -   Tallahassee

Monthly Security Report
Submitted to: Heritage Landing CDD
Thursday, August 12, 2021
6:00 PM

Daily logs and incident reports are being completed by both security officers (Roy Deering) and filed on- site in the Amenity Center as well as at Giddens Security main office. These include routine notes about daily encounters with residents and guest.

Security officers are making consistent foot patrols/rounds, hitting all check points in accordance with post orders, and making sure the areas are secure.

Due to inclement weather, there have been days with very limited use of the pool and the other outdoor, Heritage Landing facilities.

	7/25 @ 1740, Officer Gieselman observed two young men in the pool area; one was vaping. S/O Gieselman approached them and requested that they not vape in the pool area and to go outside the pool area if they wanted to smoke. About 20 minutes later S/O Gieselman observed one of the young men walking past the office with his hand up to his mouth, like he was vaping. S/O Giesleman then approached the young man to remind him that there is no smoking or vaping in the pool area. The young man denied smoking and vaping, so S/O Geiselman returned to duty. A few minutes later, both young men came to the office to discuss the incident, but they then began to verbally threaten S/O Giesleman, but the officer told them to have a good day and walked away. As the young men left, one of them intentionally started vaping as he walked away from the office. This incident was caught on the video surveillance cameras.

7/25 @ about 1950, Officer Gieselman was doing his rounds and as he approached the basketball courts, a female resident informed the officer of an incident that had just occurred with her 12-year-old son and her 5-year-old nephew. The same two young men who had been involved in the vaping situation at the pool area 2 hours earlier, were also involved in this incident. Per the resident, one of the young men had tried to talk her 5-year-old nephew into taking a puff off the vape device and had chased him around to try to force him to take a puff. The resident’s 12-year-old son attempted to intervene and stop the young man from bulling the 5-year-old; at this point the young men who was chasing the 5 year old, pushed her 12 year old son and ran off. When S/O Gieselman walked up to the basketball courts, he was told about the incident, and he asked the resident to help him write up an incident report for this situation.

Respectfully submitted, Nathan Scott
Director of Operations

BUSINESS ITEMS

Discussion Regarding Suspension of Amenity Privileges

Tab 7

Evolving Security Solutions to Meet Your Needs
A Security Program for Heritage Landing
May 20, 2021

Presented to:
Todd Myhill Amenity Manager Heritage Landing

Presented by:
Michael Dunn
Director of Sales - Southeast Region Allied Universal® Security Services

A Customized Security Program for Heritage Landing

Allied Universal® has provided customized security solutions to meet the specific needs of
clients large and small since 1957. We're committed to working with you to understand your industry and goals in order to create a security solution tailored to your unique requirements, and managed by a team of professionals who can provide peace of mind and allow you to focus on your core business.
When you partner with Allied Universal®, carefully screened and trained security professionals who are sensitive to your unique business environment, coupled with leading edge technology, will provide the safety and security you require.

Engaged security professionals will enhance your brand and will be led by experienced, local managers. Real-time security technology solutions will increase operational efficiencies and validate the effectiveness of your program. This integrated combination of people plus technology allows you to focus on what matters to you with the confidence that you have a true security partner that is there for you every day.

Selecting Employees for Your Unique Environment
When security professionals are well matched to the requirements of their post, they'll be better engaged in their day-to-day responsibilities, provide better service for you, and stay in their position longer. Allied Universal® is dedicated to hiring, developing, and retaining top-quality security professionals who will be the best fit for your culture, understand your needs, and demonstrate ownership for your security success.

Our breadth of recruiting resources and reputation as a great place to work contribute to the more than 850,000 candidates in our hiring pipeline. Proven processes and a robust applicant pool ensure our security professionals are the right fit and have the right skills for your community. Allied
Universal® carefully tailors job descriptions to fit your needs and uses AU HireSmart®, our Artificial Intelligence (AI)-powered recruiting solution, to engage candidates and match their qualifications, interests, and preferences to the job most suited to their skills and personality.

Our application process doesn't stop at introductory screening. Initial interviews with candidates, scheduled quickly and automatically with AUHireSmart®, provide an opportunity to evaluate demeanor, attitude, and communications skills. Qualified candidates formally interview with our branch recruiters and hiring managers.

Stringent background screening is also an essential component in selecting high-caliber employees for Heritage Landing, and includes:

Benefits for Security Professionals at Heritage Landing
Allied Universal® is committed to doing what is in the best interest of our clients and that starts with treating our employees well. We know that benefits are extremely important to our employees, and that they prefer to have a variety of options. Employees who are offered benefits and fair compensation have peace of mind and a clearer focus on their daily job responsibilities, which translates into higher employee engagement, as well as greater satisfaction and productivity, which are critical to the success of your security program.
Some of the benefits available to security professionals include:

Medical Insurance coverage
Dental and vision coverage
401(k) retirement plans
Anniversary bonus program
Disability and life insurance
Tuition discounts
Uniforms at no cost
Travel and retail discount programs

Customized Training for Your Security Program
Well-trained security professionals not only enhance safety, mitigate risk, and maximize security for the people and assets at your site, but they also ultimately provide a higher return on your investment. Allied Universal® security professionals undergo extensive and regular training, and become fully immersed in your business, procedures, and company culture.

To ensure that security professionals at Heritage Landing have the knowledge and skills to serve you and to grow in their careers, training is not just provided but tested for retention and tracked to record completion.

Local Management with National and International Support
Local managers are empowered decision makers who know your site, understand your security needs, and are motivated and well compensated. At the local level, your account manager is directly involved in the process of hiring, training, performance evaluation, and employee development. A team of human resource, training, and recruiting specialists actively supports each manager.

Our national and international support teams are in place to lend guidance, training, and other resources to local security professionals and managers. These specialists maintain excellent relationships with local team, and proactively implement programs and procedures to ensure quality service. The combination of local responsiveness and national and international support resources is what sets us apart from every other security services company.

Keeping Your Property, People, and Assets Safe and Secure
With the right security partner, you will have peace of mind knowing that daily safety challenges are managed and a prepared team is in place to respond to

emergencies. Our strong safety culture promotes safety-conscious behaviors and leads to a safer work environment for everyone.

Ensuring Safety Daily: Security professionals are immersed in our Safety Program, and are fully trained to take proactive safety measures; report incidents; and seek out opportunities to help make your location safer. This leads to fewer accidents, less time lost from work due to injury, and fewer interruptions for you.
Emergency Preparedness: Allied
Universal® will work with Heritage Landing's emergency plans and implement them to ensure everyone on site is prepared.
Emergency Response: We have the resources to quickly respond to emergencies and fill additional staffing needs with high quality, well-trained personnel, giving you peace of mind knowing that Allied Universal® has formal processes and depth of personnel to respond for you.

HELIAUS® - THE POWER OF INSIGHT INTO ACTION®

HELIAUS® is our proprietary Artificial Intelligence (AI)-driven workforce management solution that uses powerful algorithms to generate risk-adverse recommendations. With HELIAUS® at the center of your security operations, your security professionals are always connected and engaged, situationally informed, and armed with the right recommendations to effectively create safer, more secure environments.

HELIAUS® - Technology Platform
Functioning as a comprehensive workforce management solution through instant post orders, incident reporting, GPS tracking, visitor logging, and more, HELIAUS® can be tailored to your security program based on vertical market, location, business model, and even each site's specific needs.

HELIAUS® consists of two parts - HELIAUS® Mobile and HELIAUS® Portal. HELIAUS® Portal provides clients with real-time visibility into site-specific events and activities, as well as an historical overview to understand trends and develop future insights. HELIAUS® mobile allows our security professionals to share information and acts as a virtual coach as they go about their duties.

Additional Mobile Capabilities

Incident and event reporting
Temperature screening
Tasks and messages
Lost and found
Custom forms
Visitor and vehicle management

Fire and safety inspections
SOS

Quickly Identify Safety and Security Trends
HELIAUS® has contributed to incident reductions, cost savings, efficiency increases, and peace-of- mind for industry-leading organizations. Regardless of site number, size, or specific events, the HELIAUS® platform has connected security programs with proven ROI. The HELIAUS® dashboard provides on-demand views of historical trends, customizable by date, category, and location. This insight provides you with a full view of the who, what, where, and when incidents are occurring, allowing you to adjust your resources and response as needed through the Tour and Workflow applications within HELIAUS®.

Configurable Tours and Workflows
While security professionals are pushing data to the online portal, they are receiving post order instructions in real time. Through HELIAUS®, we can program custom workflows to virtually coach security professionals when they scan an NFC tag, approach a beacon, or enter a specified GPS zone. Tasks assigned to areas can include: following checklists, taking videos or photos, sending

the client an email or text message, answering follow-up questions, and more.

Providing Seamless and Transparent Transitions for More Than 60 Years
Allied Universal® seamlessly transitions more than 1,000 new sites annually. The transition is critical to delivering the right first impressions for your stakeholders.

On day one, Allied Universal® security professionals arrive at your site properly oriented, trained, and uniformed, resulting in minimal disruption to your business. A dedicated transition team
will communicate with you, reviewing our comprehensive transition plan, and ensuring your security presence is constant and reliable.

If you wish to retain members of your existing security team, we will implement a comprehensive staffing strategy to address retention of qualified personnel. The incumbent workforce can meet with our managers, learn more about the company, and if they meet Allied Universal® and Heritage Landing's qualifications, they will begin our orientation and training.

A customized transition plan will include:

Assessment of security personnel needs
Assignment of timetable and measurable goals
Experienced transition management team assignments
Thorough security professional recruiting, screening, and selection
Customized training manual
Organized security force deployment
Initial and on-site training

As an Allied Universal® client, you will feel confident that you have a partner who truly understands your needs and aspirations.
Through our leading services, systems and solutions...Allied Universal® is There for you.®

Pricing
Year 1 – 10/1/21 – 9/30/22
	
Heritage Landing	World Golf Village	
Position	Hours Per Week	Pay Wage	Bill Rate	Overtime/Holiday Rate	Annual Spend	
Security Professionals	56	$12.00	$16.75	$25.13	$48,776.00	
Total Security Hours Per Week	56		$48,776.00	
Average Pay Wage	$12.00	
Cumulative Bill Rate	$16.75	
Markup	1.40	
Estimated Annual Holiday Cost	$469.00	
Based on the following	7	recognized holidays:
New Year's Day, President's Day, Memorial Day, 4th of July, Labor Day, Thanksgiving Day, and Christmas Day	
Estimated Subtotal	$49,245.00	
Sales Tax	6.5%		$3,200.93	
Estimated Total Annual Cost	$52,445.93	
Estimated Total Monthly Cost	$4,370.49	
Estimated Total Weekly Cost	$1,008.58	
Optional Direct Bill Items	
Heliaus	$2,388.00	
$199.00 per month plus tax
Includes guard management system, post order compliance with workflows and smartphone	

Year 2 – 10/1/22 – 9/30/23
	
Heritage Landing	World Golf Village	
Position	Hours Per Week	Pay Wage	Bill Rate	Overtime/Holiday Rate	Annual Spend	
Security Professionals	56	$13.17	$18.44	$27.66	$53,697.28	
Total Security Hours Per Week	56		$53,697.28	
Average Pay Wage	$13.17	
Cumulative Bill Rate	$18.44	
Markup	1.40	
Estimated Annual Holiday Cost	$516.32	
Based on the following	7	recognized holidays:
New Year's Day, President's Day, Memorial Day, 4th of July, Labor Day, Thanksgiving Day, and Christmas Day	
Estimated Subtotal	$54,213.60	
Sales Tax	6.5%		$3,523.88	
Estimated Total Annual Cost	$57,737.48	
Estimated Total Monthly Cost	$4,811.46	
Estimated Total Weekly Cost	$1,110.34	
Optional Direct Bill Items	
Heliaus	$2,388.00	
$199.00 per month plus tax
Includes guard management system, post order compliance with workflows and smartphone	

Year 3 – 10/1/23 – 9/30/24

Heritage Landing	World Golf Village	
Position	Hours Per Week	Pay Wage	Bill Rate	Overtime/Holiday Rate	Annual Spend	
Security Professionals	56	$14.35	$20.09	$30.14	$58,502.08	
Total Security Hours Per Week	56		$58,502.08	
Average Pay Wage	$14.35	
Cumulative Bill Rate	$20.09	
Markup	1.40	
Estimated Annual Holiday Cost	$562.52	
Based on the following	7	recognized holidays:
New Year's Day, President's Day, Memorial Day, 4th of July, Labor Day, Thanksgiving Day, and Christmas Day	
Estimated Subtotal	$59,064.60	
Sales Tax	6.5%		$3,839.20	
Estimated Total Annual Cost	$62,903.80	
Estimated Total Monthly Cost	$5,241.98	
Estimated Total Weekly Cost	$1,209.69	
Optional Direct Bill Items	
Heliaus	$2,388.00	
$199.00 per month plus tax
Includes guard management system, post order compliance with workflows and smartphone	

Wages

In today's labor market, the wage of the security professional is a significant variable in the quality of your program. It is essential that the right wage is offered in order to ensure a safe and secure environment, build stakeholder confidence and protect Heritage Landing's brand.

Medical Insurance
Allied Universal® offers medical plans to all benefit-eligible employees through payroll deduction and/or client contribution. Benefits will be offered pursuant to our eligibility requirements/policy. Detailed information regarding coverage and
premium costs is available. The estimates provided in this proposal are based upon proposed and evolving regulations, plan structure and estimated participation.

Dental Insurance

Allied Universal® offers quality dental insurance to all benefit-eligible employees through payroll deduction and/or client contribution. Detailed information regarding coverage and premium costs for all plans is available.

Life Insurance
Allied Universal® offers Basic Life insurance in the amount of $10,000 to benefit-eligible employees at no charge. Additional supplemental life insurance and AD&D is available to employees at competitive rates.

401(k) Retirement Plan
Allied Universal® employees are eligible to enroll in our 401(k) retirement savings program anytime following six months of employment.

Proposed Holidays
Allied Universal® recognizes the following holidays:

New Year's Day
President's Day
Memorial Day
Independence Day
Labor Day
Thanksgiving Day
Christmas Day

All employees who work on a designated holiday will receive 1.5 times their wage rate for hours worked. Allied Universal® will invoice 1.5 times the hourly billing rate for hours worked on the designated holidays. Holiday billing may or may not be included in our annual budget estimate or standard billing rates.

Vacation
Regular full-time hourly employees (security professionals) will generally be eligible for paid vacation time based on their length of service (must average 35 hours per week to qualify). The standard vacation plan is accrued on a calendar year basis after reaching the first anniversary. Upon reaching the first anniversary, security professionals begin to accrue time and will be eligible for a pro-rated amount of vacation from their first anniversary date through the end of that calendar year. The following January, employees will be eligible for their full tier amount from 1/1 - 12/31.
Tier Schedule: Paid vacation after one year of service (pro-rated); two weeks after three years and three weeks after eight years.

Overtime
Overtime of 1.5 times the hourly billing rate is only billed in the following circumstances and not for scheduling issues or vacation coverage.

Specific Requests
With requests for a specific individual to work more than their 40 hours for a special reason, regardless of the notice provided, only the overtime impact for that individual will be billed. Example: "We need Security Professional Smith to stay two extra hours at the end of his shift to help with a special project." Only the additional two hours will be billed at the overtime rate if it will put him over 40 hours.

Additional Requests for Security Professionals
Requests for coverage in excess of the agreed-upon amount of total security professionals' base hours on site may be billed as overtime until coverage is incorporated into the permanent base hours. We will work to meet needs for additional security professionals through the local offices.

Billing Frequency and Payment Terms
Allied Universal® will invoice Heritage Landing on a weekly basis for all scheduled services for the preceding weekly period (starting on Friday and ending the following Thursday) based upon the rates listed above. All invoices are due net 10 days.

Rate Increases
Billing rates will increase annually by 3% or by the percentage increase in certain agreed upon costs incurred by Allied Universal®, whichever is greater. Our rates during the term will be subject to adjustment to reflect any increases in our costs related to medical, welfare and other benefits and related costs, which may include, without limitations, costs incurred by Allied Universal® pursuant to applicable federal, state and/or local law, including without limitation Health Care Reform Legislation Costs.

NOTE:
Allied Universal® reserves the right to change, amend or terminate the benefits programs and its options at any time.
Pricing of wages are valid for 90 days.

PROPOSAL FOR
Heritage Landing

Mr. Lourens Erasmus
General Manager	06/30/2021
Heritage Landing

Dear Mr. Erasmus,
Thank you for providing Platinum Group Security the opportunity to participate in your vetting process to procure a new security provider. Please allow us the opportunity to demonstrate why our reputation remains one of the most respected and admired in the industry today.

The demand for better security personnel will always be the foundation for change. As a result, expenses continue to rise and cost is more relevant today than it has ever been. While most security companies compromise by hiring inexperienced personnel, Platinum Group Security has taken the opposite approach by working smarter and hiring only the best and the brightest. We look for other ways to reduce cost by limiting turnover, creating more opportunity from within, and integrating technology. We realize that compromising our personnel will compromise our reputation.

The Landscape in security continues to evolve and we are evolving with it. Whenever I’m asked about strategy in today’s environment, discussions always turn to terrorism, active shooter scenarios, and increased levels of imminent danger. Training remains the core for success. From the time officers are hired here at Platinum Group Security, our training always covers the essential elements; effective communication, observation, and deterrence.

Platinum Group Security was founded upon the principles of integrity, customer service, and hospitality. Dedication and commitment were always the driving force of our growth. Our success remains a testament to our dedicated officers, trustworthy management team, and our competitive nature... or desire to be the best.

Sincerely,

Erick Lallemand Sr.
Erick Lallemand Sr. Vice President

888-940-4747 Corporate I	239-766-2175 Direct elallemand@platinumgroupsecurity.com I www.PlatinumGroupSecurity.com Jacksonville Regional Office: 6620 Southpoint Drive S., Jacksonville, FL 32216

SECTION 1	THE ORGANIZATION	PAGE

TABLE OF CONTENTS

	
PROFILE & MISSION STATEMENT INFLUENCE
EXECUTIVE & LEADERSHIP TEAM CORPORATE STATUS
STATE LICENSING LIABILITY INSURANCE	
6
7
8-15
16
17
18		

SECTION 2	
TOTAL QUALITY MANAGEMENT DEDICATED TEAM MANAGERIAL EXPECTATIONS
ACCOUNTABILITY – 24 HRS. PER DAY REAL-TIME REPORTING			
		20
21
22-23
24		

SECTION 3	
HIRING AND RECRUITING PROCESS RECRUITING / SCREENING BACKGROUND INVESTIGATIONS OFFICER EXPECTATIONS UNIFORMS			
		26
27
28
29		
SECTION 4	TRAINING
OVERALL CURRICULUM
CLIENT SPECIFIC TRAINING PROGRAMS CUSTOMER SERVICE TRAINING			
		31
32
33-34		

F I D E N T I A L

N O T

F O R

D I S T R I B U T I O N

SECTION 4	TRAINING	PAGE

TABLE OF CONTENTS

DISASTER PLANNING	
35	

SECTION 5	
CONTINUOUS IMPROVEMENT QUALITY PROGRAM INCENTIVES / PROMOTIONS MEDICAL BENEFITS TURNOVER	

37
38
39
40	

SECTION 6	
TRANSITION PLAN
STEP 1 – UNDERSTANDING YOUR CLIENT STEP 2 – OUTLINE EVENTS / SET SCHEDULE STEP 3 – EXECUTE ACCORDING TO PLAN	

42
43
44	

SECTION 7	
FINANCIAL BREAKDOWN
EQUIPMENT STAFFING & RATES
PRICE PERFORMANCE RELATIONSHIP	

46
47
50	

SECTION 8	
REFERENCES	
52	

SECTION 9	
ADDITIONAL SERVICES	
53	

F I D E N T I A L

N O T

F O R

D I S T R I B U T I O N

SECTION 1
THE ORGANIZATION

PROFILE

F I D E

T

L

Platinum Group Security, established since 1996, is one of the most respected	N security companies in the industry today. With a proven track record, Platinum	I Group Security has developed a comprehensive service strategy built to increase	A client satisfaction by having involved, focused, committed and trained personnel on
our team.	N
O
T
Platinum Group Security is able to differentiate our company from other competitive
companies by providing the highest level of service available. Our company is a	F
O
step above the industry in training, technology and management. Our proven	R

I

ability to mitigate liability and safeguard our clients interests is unparalleled. Our management team is tireless in their efforts to ensure all clients are treated as if	D they are our only client.	S
T

I

With the highest level of professionalism, our officers, supervisors and staff ensure	R
Platinum Group Security will always remain on top of the security industry.	B

MISSION STATEMENT

U T I O N

Platinum Group Security strives to exceed our client’s expectations by utilizing well- trained, informed security officers and responsive management. It is our objective to provide the highest quality service supported by the latest technology, a corporate management structure well versed in the industry, customer service driven culture, and all for a cost effective price. We will control our growth in a manner consistent with our business philosophy;
WE STRIVE FOR EXCELLENCE AND ACCEPT NOTHING LESS!

INFLUENCE

F I D E N T
Platinum Group Security has been operating as a leading security organization since	I
A
1996. We are a national organization with operations in 17 markets, a local regional	L
office in Jacksonville, Florida and our corporate headquarters is located in Deerfield

O

Beach, FL.	N
T
We currently partner with over 250 different customers in the Florida Market and employ
more than 2,500 Licensed Security Officers at those locations. PGS is dedicated to our	F

R

customers and meeting the demands of the properties we protect.	O
D I S T R I B U T I O N

EXECUTIVE & SENIOR LEADERSHIP TEAM

F I D E N T I A L

N O T

F O R

D I S T R I B U T I O N

EXECUTIVE TEAM

F I D E N
T
Mr. Kevin Van Middlesworth	I

L

FOUNDER & CEO	A
Platinum Group Security
N
O T

F O R

D I S T
R
Mr. Van Middlesworth founded Platinum Group Security in 1996 after working for	I

T

his grandfather's security company in New Jersey. Kevin originally moved to	B Florida to pursue a degree in Criminal Justice and, while attending Florida Atlantic	U University, he recognized that there was a demand for quality security services in	I South Florida.	O
N

This prompted him to form Platinum Group Security. Utilizing the experience he gained while working in New Jersey, along with the training he received as a Personal Protection Specialist, Kevin was able to push Platinum Group Security to the forefront of the South Florida security market.

Kevin is involved in every aspect of his business, from meeting clients on a regular basis, to employee placement. This unparalleled commitment to provide quality service has been the core belief and the motto of Platinum Group Security. With his consistent contributions to multiple charities, Kevin is a highly respected South Florida businessman who is regularly featured in local magazines for his philanthropic contributions.

EXECUTIVE TEAM

F I D E N

I

Mr. Rony Joseph	T
PRESIDENT	A
Platinum Group Security	L N O T

F O R

D I S T
R
Mr. Joseph has over 18 years of security management experience and has been	I
instrumental in consulting, designing and implementing security solutions to	B

T

clients both domestically and internationally.	U
I
Rony started his career at Platinum Group Security 18 years ago while attending	O
N
Florida Atlantic University and has held every position within the organization.
Platinum Group Security has grown over the years in part due to his leadership powered by a people-driven, customer focused culture and spirit of innovation. Rony has been a critical leader in Platinum Group Security’s long-term strategy and champion of putting PGS’s shared values of honesty, integrity, respect, perseverance and servant leadership at the core of every decision.

When asked to sum up his job in five words, Rony’s response is: “Taking care of our people.” The answer reflects his leadership philosophy, which is based on the “virtuous circle” – if you take care of your people, they take care of your customers, whose business and loyalty allows you to in turn reward your people.

His passion extends into helping local charities, NGO’s and travelling to various countries in Asia and Africa to work with those in need. He counts John C. Maxwell as a major influencer in his life.

EXECUTIVE TEAM

F I D E N
Mr. Daren Lopez	T
I
CHIEF OPERATING OFFICER	A
Platinum Group Security	L N O T

F O R

D I S T R

B

Mr. Lopez is a respected leader in the security space and joins Platinum	I
Group Security with over 27 years of industry experience.	U T
I
Before joining Platinum Group Security, Daren was most recently Vice	O
President for North America's largest Parking Real Estate network.	N
Previously, Mr. Lopez worked for a global security firm holding several senior level positions in the Northeast and Southeast markets where he served as Vice President.

Daren is well versed in all vertical markets and can provide deep expertise and broad operational experience. Over his career, Daren has managed large security programs for organizations such as Pitney Bowes, GE, Phillip Morris, UBS and many large residential properties and gated communities.

11

EXECUTIVE TEAM

F I D E
N
Mr. James Keitel	T

A

CHIEF STRATEGY OFFICER	I
Platinum Group Security	L
N O T

F O R

D I S T
R
James Keitel has been with Platinum for 8 years in different capacities. His primary	I
goal has always been to develop a strong operations team working as a cohesive	B

T

unit. James has also helped develop and design a new incident reporting system,	U

N

an officer training program, leadership training, and a systematic method for security	I assessments. James is a former executive for BMW of North America responsible	O for managing a team of personnel charged with technology, security and innovation.
James also spent 15 years helping to design automotive facilities to operate more efficiently with emphasis on risk management.

Prior to leaving BMW, James was in the process of developing new ways to identify customers with facial recognition. Automotive companies are often on the forefront of technology integration as a tool to quantifying performance. In 2010, James implemented the same strategies in Security. When you’re living in a densely packed community like South Florida, security becomes a major concern. It is not uncommon to witness a crime or become a victim. James has a true passion for security and the complicated dynamics to promote synergy within our communities. Technology is the future of security and using technology to protect our families is a far better way to serve our community.

James is the Operations Director overseeing our Palm Beach markets and is intimately involved in the recruiting, training and implementation modules. He will attend weekly and monthly meetings to ensure fluid communications, service

deliveries and meeting expectations.	12

MANAGEMENT TEAM

F I D E

T

Mr. Phillip G. Huber	N
VICE PRESIDENT, CLIENT SERVICES	I
A
Platinum Group Security	L
N O T

F O
Chief Huber’s Law Enforcement career began in 1968 when he joined the Baltimore        R
Co. Police Department as an 18 year old cadet. He soon began to rise through the

I

ranks from Cadet to Deputy Police Commissioner in 1986. Chief Huber served in	D Patrol, Traffic, Detectives, Homicide, Maryland State Regional Police Academy	S Commander, Commander of the Planning and Research Bureau, and Finally as a	T
R
Bureau Chief for Operations. Under Huber’s Leadership the Police Department	I

T

budgeted for and built a 35 Million Dollar 28 trunked channel 800 MHz radio system	B utilizing over 5000 radios. Also, a 5 million automated records management system,	U and Computer based crime analysis. Chief Huber was responsible for The Baltimore	I Co. Police Department becoming the SECOND Law Enforcement Agency in the	O
country to receive National Accreditation.	N
In 1983, Chief Huber worked with Dr. Herman Goldstein of the University of Wisconsin, the Executive Director of the Police Executive Research Forum (PERF), and the National Institute of Justice (NIJ) in the Fear or Crime Studies in
Newark NJ, and Houston Texas. These studies were used by Chief Huber, Herman Goldstein, NIJ and PERF to develop the current model used in policing “Community Policing.” This problem solving approach has swept Law Enforcement nation wide.

In 1990, Chief Huber was offered and accepted the Position as Police Chief for the City of Miami Beach where he continued to modernize the Organization through accreditation, crime analysis, and redeployment of available resources based on analyzed crime trends. Chief Huber also implemented an anti-graffiti program based on the Broken Window Philosophy while enforcing other quality of life laws.

Chief Huber has an Associates In Arts Degree from Essex Community College, a Bachelors of Science Degree from the University of Baltimore in Sociology , and did his Graduate work at Northwestern University, Evanston Ill.

MANAGEMENT TEAM

F I D E

T

Andrew J. Scott III	N

A

ADVISORY BOARD MEMBER	I
Platinum Group Security	L
N O T

F
Mr. Scott’s career in law enforcement began in 1978 when he was assigned as a	O Patrolman for the City of North Miami Beach. He soon found himself rising up	R through the ranks and in 1982, was assigned as a Detective for the North Miami	D Beach Police Department. While in this role, Detective Scott supervised a four	I
S
member crime scene unit. He also developed and implemented new guidelines and	T

B

O

procedures for investigating diverse types of crime scenes. In 1989 Mr. Scott was	R promoted to Sergeant and immediately formed a Special Response Team to execute	I tactical and strategic operations. Eventually Mr. Scott was promoted to Assistant	U Chief of Police for the City of North Miami Beach and held this position from 1995 to	T 1998. Under his leadership the department grew to a 161 person department with a	I budget of over $10.1 million Dollars. He developed the department’s information	N technology section and was pivotal in the department successfully receiving two international accreditations and two state accreditations.

In 1998 Mr. Scott took over as the Chief of Police for the City of Boca Raton with 197 sworn officers and 110 civilians. He successfully transformed the view of the department from “Status quo” into a nationally renowned law enforcement agency that services a city of 85,000 citizens within an area of 28 square miles. Under his leadership the felony crime rate went down by 42%. He envisioned, developed and created the International Center for Leadership and Development (ICLAD) for advanced training of Law enforcement personnel, fire fighters and civilian workers in the tenets of leadership, management and homeland security.

As an advisor with Platinum Group Security, Mr. Scott is involved with the training of officers as well as designing and implemented the training manuals, procedures and operating orders our officers follow. He is also head of Platinum Group Security’s Quality Assurance Program. Mr. Scott ensures Platinum Group Security continues a working relationship with all local Law Enforcement in the areas we secure.
14

MANAGEMENT TEAM

F I D E N T I A L

N O T

F O R

D I S T R I B U T I O N

CORPORATE STATUS

F I D E N T I A L

N O T

F O R

D I S T R I B U T I O N

STATE LICENSING

F I D E N T I A L

N O T

F O R

D I S T R I B U T I O N

LIABILITY INSURANCE

F I D E N T I A L

N O T

F O R

D I S T R I B U T I O N

18

SECTION 2
TOTAL QUALITY MANAGEMENT

DEDICATED TEAM

F I D E

T

L

Platinum Group Security remains a flat organization. We are able to affectively	N manage our team using a multi-faceted approach. Each account is supported by a	I selected Operations Manager and a team of Road Supervisors that provide both	A training and accountability.
N

T

The Director of Operations oversees the performance, tracks improvement, and	O
stays involved with each account through regular communication and site visits.

OPERATIONS MANAGER

F O R

D I
The Operations Manager is the primary point of contact for both the management        S

I

staff at Heritage Landing and the Account Supervisor for Platinum Group Security.  T This person is our vital link to our performance, training, development, and	R effective communication for the day-to-day operation. The Operations Manager is        B
“the person who will have the overall responsibility for the account.”	U T

ACCOUNT SUPERVISOR

I O N

The Face of our Organization:

When selecting a Supervisor, Platinum Group Security looks for an individual that will embody the success we’ve come to expect. We promote from within… offering both opportunities for advancement and the benefit of a well trained officer who is dedicated to our partnership. This is an individual with an established track record and the ability to fulfill our commitment to you.

MANAGERIAL EXPECTATIONS

F I D E

T

When we have our team in place, the training begins. With any team bound to	N
exceptional performance, perfect practice makes perfect.	I
A
L
Establish Expectations
Document and Create Post Orders	N

T

Practice, Practice, Practice	O

GOALS

F O R

I

Once our training is complete, the next step must be to establish goals. Goals for	D post order knowledge, goals for improvement on performance, and goals for	S improving efficiency and accuracy.	T
R
I

T

Operation Managers have the experience on property performance/efficiency and	B have the knowledge to establish S.M.A.R.T. goals for individuals… not just for the	U group.	I

INSPECT WHAT YOU EXPECT

O N

Providing training and direction is a solid technique proven time and again as a recipe for success. However, without follow-up and reinforcement, all our efforts will be lost. Our belief in training is part of our culture in security. All to often, once the training is complete, we walk away forgetting to follow-up on our goals. It is inevitable… without reinforcement people become complacent.

Therefore, regular follow-up is encouraged and 90-day reviews are written in our employee handbooks. Supervisors take notes, reinforce our established goals, document deficiencies, and set a plan for improvement.

It is NOT uncommon for us to create a test based on the post orders specific to an individual property. This is the best way to reinforce our knowledge of your property and the knowledge of the written procedures.

ACCOUNTABILITY - 24 Hour Supervision

F I D E

T

L

Platinum Group Security monitors Quality Control by using a pro-active program	N consisting of announced and unannounced visits to each property during each shift	I to evaluate our officers’ performance.	A

ROAD SUPERVISORS

Our Road Supervisors will be on property to ensure the highest level of quality control every shift, every day.

N O T

O

MANAGEMENT TEAM		F R
Operations Director		D I

T

Operations Manager	S
R I
Account Supervisor	B

T

Heritage Landing	U I O
N

24 HOUR EMERGENCY CONTACT

24 Hours a Day, 365 Days A Year you have direct Contact with a local Manager in your area to respond to your concerns.
22

ACCOUNTABILITY

F I D

N

Our GuardMetrics security management system tracks your officer’s tours and	E
patrols in real-time by means of checkpoint tag scanning and GPS triangulation.	T
I

L

Features include a Client Dashboard, Android or iPhone app, guard tour and	A
patrol GPS tracking, Daily Activity Report/ DAR, Incident Reporting, Visitor

O

reporting with embedded photos and videos, post order management,	N
timestamps, exception alerts and NFC token capabilities.	T
F O R

D I S T R I B U T I O N

REAL-TIME REPORTING

F I D E

T

L

Our GuardMetrics is revolutionary in its design. We set out to implement software	N with the idea of putting the officer first.	Two key features highlight this program	I and summarize our vision for effective communication:	A

Ease of Use	N

T

Versatility	O
The information available is accessible from anywhere as long as we have internet	F
O
access. Operations Managers and Site Supervisors have the ability to monitor	R
performance at any time. Reports and activity logs are reviewed for discrepancies

I

and this makes it easier to identify training needs.		D S
Documentation is key and allows everyone to be held accountable for daily	T

I

activities.	R
B U T I O N

SECTION 3
HIRING AND RECRUITING PROCESS

RECRUITING

F I D E

T

L

Meeting the basic Florida State security officer requirement does not ensure an	N applicant a position with our company. Platinum Group Security hires only 1% of all	I that apply with us. This provides us the opportunity to hire only the best personnel.	A

N
We have very little advertising other than our officers in the field. All of our officers         O
in uniform are used for marketing purposes. By having this business philosophy, we   T can pass on our advertisement budget directly to our personnel. And, by paying	F higher than industry average, we maintain a higher officer retention ratio, lower turn O over and enhanced officer pride. The end result for our Clients is that we provide	R superior service.	D
I S
When it comes to supervision, Platinum Group Security will always encourage	T
promoting from within. Only those who have excelled in previous assignments will	R
I
be given the opportunity to transfer to a new account or project.	B

SCREENING

U T I O N

Platinum Group Security conducts screening and hiring for employees in accordance with all applicable local, state, and federal regulations. We do not discriminate on the basis of race, creed, color, gender, or national origin. All applicants will undergo our in-depth screening process, which includes:

Verification of Previous Employment Extensive Background Check
Valid Florida State Security License
Demonstrate an Ability to Read & Write in English Understand English with a Personal Interview
Personality Assessment / Security Knowledge Assessment
26

BACKGROUND INVESTIGATIONS

F I D E

T

L

Platinum Group Security’s Background Investigations Process consists of	N validating the information supplied to our Human Resource department by a job	I applicant via his or her resume, application, and interviews. Background	A investigations ensure the employer that the candidate has the background,
experience and lack of criminal record that the applicant claims.		N O
T
All Platinum Group Security applicants must agree in writing to undergo our in-
depth background investigation & document requirement process. This process	F
O
includes:	R
D

S

FBI Record Check (when available)	I
T

I

Nationwide Criminal Background Checks	R
B
Dedicated County Records Check	U
T
I
Law Enforcement Records Verification	O
N
Nationwide Sexual Offender Verification of Previous Employment
Proof of Citizenship or Work Authorization Pass a Substance Abuse Test
Military Records Verification*

*Military Records Verification: Only if applicant has served in Armed Forces or State/ County Law Enforcement Agency. DD214 is verified for accuracy.

OFFICER EXPECTATIONS

F I D E N T I A L

N O T
Platinum Group Security’s core business is offering uniformed security services.
Our team of uniformed security professionals are selectively recruited, rigorously	F
O
screened, professionally managed and extensively trained to uphold the values of	R
the Platinum Brand.
D
I
Our Security Professionals are tested through a program of continuous	S

I

development and engagement. Platinum Group Security is a client-focused	T organization. We utilize our internal resources of management and supervisory	R personnel to provide a level of service that directly responds to our clients’	B expectations.	U
T
I
Our clients have informed us that the key indicators for a successful security	O
company are:	N

Consistent and Reliable Service
Responsive Management Team
Security Officers who Convey Honesty and Integrity
Security Officers with a Professional Demeanor
Individualized Attention - Addressing Customer Needs
Understanding the Role of a Security Officer

These key indicators are all connected to the performance of a company.

Platinum Group Security has built a service strategy based on these indicators. It is a strategy of service excellence to increase client satisfaction quality levels by striving to provide employees who are…

“ENGAGED, EDUCATED & EMPOWERED.”

UNIFORMS

F I D E

T

L

Platinum Group Security’s policy is that each employee is expected to arrive at	N work appropriately dressed in uniform with a clean corporate appearance. Platinum	I Group Security is willing to make alterations to our uniform based on each Client’s	A precise specifications. Detailed security officers are directed to wear police style
Class A uniforms, corporate business suit attire, etc… depending on the needs of	N

CORPORATE ATTIRE

POLO PROFESSIONAL

CLASS A UNIFORM

T

our clients.	O
F O R

D I S T R I B U T I O N

Residential Healthcare Commercial Armed Officers Unarmed Officers Roving Patrols Gate House Commercial Industrial

Residential Ambassador Special Detail Hospitality Concierge Front Desk Events
Pool Attendants Parties

Residential Ambassador Special Detail Hospitality Concierge Front Desk Events Supervision
Drivers	29

SECTION 4
TRAINING

OVERALL CURRICULUM

F I D E

T

L

Platinum Group Security offers a three tier course study designed to provide	N advanced training. Each course contains a multitude of security related subjects	I and is designed to increase knowledge in different facets of security along with	A preparing our staff for site specific situational responses.
N

T

Classroom training prior to deployment at post	O
OTJ (On-The-Job) training at the Client location		F O
In-Service training supported by Site and/or Road Supervisors	R
Upon completing the first tier training process, the officer is also trained in the	D
I
following topics:	S
T
Fire/Emergency procedures	R
I
Understanding the expectations of the Client & HOSPITALITY	B U
Learning the Client’s property layout	T
I

N

Patrol procedure	O
Open/closing procedures Required reporting paperwork
Chain of Command/communication protocol Understanding different risk levels Identification/verification procedures Suspicious packages procedures
Access control systems

Platinum Group Security provides quarterly or as needed training with your entire security team. This training is an example of our ongoing support to our business philosophy of; WE STRIVE FOR EXCELLENCE AND ACCEPT NOTHING LESS!

CLIENT SPECIFIC TRAINING PROGRAMS

F I D E

T

L

Platinum Group Security has created a comprehensive training program that	N incorporates continuous development and professionalism. We offer a classroom	I environment where our prospective employees are presented with real world	A scenarios, simulated modules and case studies to reinforce key learning objectives.

T

This three tier course of study is designed to provide advanced training. Each	N course contains a multitude of security related subjects and is designed to increase O knowledge using different facets of security along with preparing our staff for site
specific situational responses.	F
O
R
DEVELOPING TRAINING PROGRAMS
D
I
Prior to being assigned, all officers will be trained in the following aspects of	S
security & risk mitigation. Should any officer exhibit less than desired aptitude he	T

I

(or) she will not be allowed to work at your property.	R
B U

I

Concepts of Security	T
O
Security Procedures	N

Ingress and Egress Control Visitor Identification
Vehicle Identification Vendor & Visitor Control Radio Etiquette
Parking Violation Enforcement

CUSTOMER SERVICE TRAINING

F I D E

T

10 PRINCIPLES OF QUALITY	N
I

L

Smile, we are on Stage!	A
Deliver a Warm Welcome and Finish with a Fond Farewell.
Staying Positive and Patient is Essential.	N

T

Perform with Professionalism and Treat all with Respect.	O
Always seek opportunities to innovate and improve our Residents’ Experience.
Always Strive to Provide Service in a Timely Manner.		F O
Make Effective Decisions by Thoroughly Analyzing Data and Information.	R
Elevate your Thinking; See yourself as a Property Professional.

I

Never Just Say No, Always Offer an Alternative and try to find a Solution.	D Immaculate Uniforms and Workplace Appearance.	S T

I

OPERATIONAL EXCELLENCE BEHAVIORS	R B

T

Employees make immediate eye contact, smile and acknowledges	U
resident/guest.	I
Employee uses proper verbiage.	O
Employee maintains “On Stage” posture.	N
Employee mentions their own name during encounter and asks… is there
anything else I can assist you with?

THREE STEPS OF SERVICE
A warm and sincere greeting. Use their name.
Anticipation and fulfillment of each guest's needs.
Fond farewell. Give a warm good-bye and use the guest’s name.
These three steps of service will be used in all areas of the building and from all service providers to fluidly embody our mission. Attentiveness and proper management tools are key. Warn, friendly, gracious, courteous, and genuinely eager to assists are the service traits that need to be exuded by each individual employee.

CUSTOMER SERVICE TRAINING

F I D E

T

Listed below you will find the specific training modules as well as the trainers	N
conducting the sessions.	I
A
L
Trainers:
N

T

Joel Francisco: Former Law enforcement, City of Hollywood.	O
Customer service - Above and Beyond the Platinum Standard, Based on the Ritz
Carlton Model.	F
O
R
Creating our Brand and Foundation

I

Key Factors to Follow	D
Residents and Guests Engagement	S
Employee Ownership and Empowerment	T

I

Follow-thru and Follow-up	R
Your Personal Power	B
Work Etiquette	U
T
Legendary Service Skills	I
Expressed and Unexpressed wishes and needs	O
Leadership Principles	N

Phil Huber:
Specialized training, Former Chief of Police, Miami Beach

Advance Security Training Relationship Building with City Officials Perception and response.
Report Writing Operational Response

DISASTER PLANNING

F I D E

T

L

All properties are different and unique. Plans are created using the knowledge	N gained through experience and the characteristics of individual accounts.	I However, in order to help provide the scope of detail in one individual report, we’ve	A attached a copy of the Table of Contents from an actual Emergency Response
Plan.	N
O
T
CONTENTS
F
O
FREQUENTLY DIALED PHONE NUMBERS	4	R
ACTIVE SHOOTER PROCEDURES	7

I

BOMB THREAT PROCEDURES	12	D
CIVIL UNREST PROCEDURES	16	S
FIRE EVACUATION PROCEDURES	26	T

I

HURRICANE PROCEDURES	43	R
SUSPICIOUS PACKAGE PROCEDURES	55	B
TORNADO EMERGENCY MANAGEMENT GUIDE	60	U
T
I
We’ve excluded all the subheadings to limit the size for our proposal. The	O document itself is 79 pages long. Many of the same procedures are followed on	N similar sites allowing a relatively easy transition. However, our procedures are
detailed and account for just about every scenario we’ve experienced.

COST - $0.00

We never know when a disaster is going to hit. Our plan essentially starts by bringing as many officers to the site as possible prior
to the event. We rotate using a 12 hour shift allowing officers on site to ride out a storm. We’ll wait in a common area designed as a weather related shelter.
Once the storm ends, we’re ready to resume activities.

35

SECTION 5
CONTINUOUS IMPROVEMENT

QUALITY PROGRAM

F I D E

T

L

At Platinum, our management approach with the Quality Program is simple; to	N create and develop highly skilled and trained managers to operate individual	I business units. Platinum Group Security understands the demands to provide	A service that is beneficial to the client, beyond just the simple scope of work.
N

T

We have built our service on quality assurance, team development, and personal	O
ownership. We are able to deliver functional and successful services where others
fail, due primarily to placing our entire focus on the client’s needs and perspective.	F
O
Our unique approach to site management and leadership is Platinum’s commitment	R
to deliver “The Quality Program” to every client dedicated to improving quality,

I

production, and service. Our Manager’s go through industry breaking	D
developmental and operational training, giving Platinum the ability to redefine our	S
industry.	T
R
I
Leadership Training	• Human Resource Training	B
Technology Platforms	• Communication Training	U T
Management Skill set	• Continuous Development Programs	I
O N

37

INCENTIVE PROGRAMS			F
I D	
			E	
The purpose of our incentive plan is to promote success and enhance the value of		N
T	
employment with Platinum Group Security. This is accomplished by providing		I	
performance based incentives to employees who demonstrate initiative, loyalty and superior client service resulting in outstanding performance above and beyond the		A L	
call of duty.			N	
			O	
			T	
Our Incentive Plan is further intended to enhance our service and its ability to	
motivate, attract, and retain key employees whose judgment, interest and special effort lead to the successful conduct of our operations. Incentivized opportunities		F O
R	
are, but not limited too:				
			D	
			I	
1. PGS Pin for Performance	6. Emp. Referral Program		S	
2. Community Award for Dedication	7. Cust. Referral Program		T	
Community Award for Bravery
Hurricane Pins for Disaster Response	Captain Bars
Training Achievements /		R I
B	
5. Crime Prevention Pin	Course Completion		U	
			T	
PROMOTIONS			I
O	
			N	
Hope is a key element for all human beings. We ask perspective employees why
they want to change jobs and most answer… because I’m looking for an	
opportunity for advancement.				
When we start new accounts, for example, we look to promote from within. As a	
supervisor (or DOS), there is a responsibility to groom individuals and prepare	
them for advancement. Operation Managers, as well, take note of performance	
and keep a short list of names for officers ready for advancement.	

Obviously, opportunities for advancement are not just limited to new accounts.	
80% of our Operation Managers started at a post for Platinum Group Security.	
Our Chief Security Officer/SVP was hired in 2002 as a concierge and held virtually	
every position within the organization prior to taking over the day-to-day	
operations. PROMOTIONS ARE A PART OF OUR CULTURE!	

MEDICAL BENEFITS

F I D E

T

L

With Platinum Group Security’s medical plan we can offer our employees	N affordable health insurance options after 60 days of employment. By offering	I these types of plans, our employee retention ratio is higher than our competitors.	A These plans are a pass through cost as incurred.
N O T

F O R

D I S T R I B U T I O N

TURNOVER

F I D E

T

L

In the Security industry, our #1 challenge is turnover. Anyone who tells you	N differently is hiding the truth. There are different kinds of turnover - negative and,	I the often overlooked, POSITIVE TURNOVER.	A

T

Everyone is aware of the reasons for negative turnover; poor performance,	N disciplinary actions for repeated offenses, attitude issues, and actions outside the	O established rules. However, most people do not consider the attributes of positive turnover…	F
O
R
Promotion

I

New Position within a Government Agency	D
Retirement	S
T

I

Most people looking for a career in protection have goals that lie beyond “Security	R Officer.” Our organization has ALWAYS embraced this concept. We have too!	B How else can we expect to hire so many military professionals, police officers, and        U
T
customer service professionals? As much as we hate to see people leave, the	I
influence we gain having prior employees promoted into new positions is	O invaluable. It is not uncommon for Platinum Group Security to work in tandem with   N local law enforcement to find and recruit the best and the brightest personnel
available.

Looking at an overall percentage sometimes keeps you from identifying real problems. Our targeted approach to turnover allows us to see problems before they become epidemic. When contracts end, they end because the cost of our team is higher than the value of our service. Value is established through the quality of our personnel.

SECTION 6
TRANSITION PLAN

STEP 1 – UNDERSTANDING YOUR CLIENT

F I D E

T

L

T

Upon notification of award, Platinum Group Security will thoroughly familiarize	N ourselves with the building and existing security systems. The Operations Director,	I Operations Manager and the Site Supervisor will begin designing the SOP	A (Standard Operating Procedure) which will cover all operating procedures and post orders. Additionally, the SOP will serve as the site specific training manual for all	N assigned personnel.	O
In order to ensure a smooth transition, Platinum Group Security looks forward to	F
O
the assistance of the Client in SOP development and in obtaining cooperation from	R
any existing security companies.
D
I S T R I B U T I O N

STEP 2 – OUTLINE EVENTS / SET THE SCHEDULE

F I D E

T

Upon notification of contract signing, transition initiatives will commence	N
immediately. A detailed Transition Phase breakdown is provided below.	I
A
L

PHASE ONE	N
O
T
Meetings are held with our security team.
Transition team is formed using executive team members.		F O
Periodic progress reports will be generated to outline site specific officer	R
requirements, uniform styles and training scope.

I

Initial site survey and assessment conducted to identify exposure/risk.	D
S
PHASE TWO	T
R
I
Identifying internal candidates for placement including site supervisor.	B
Standard Operation Procedure completed and approved by client.	U T
Site Supervisor identified and provided with security assessment, SOP and other	I
site specific documents.	O
Class room training initiated to educate prospective officers.	N
Personnel training completed.
Finalization of all operations.

PHASE THREE

All personnel report for scheduled duty.
Meeting between transition team and on-site Management.
Regular training and meetings will be conducted.
Property operations resume as normal.

STEP 3 – EXECUTION

F I D E

T

L

Platinum Group Security recognizes that our Clients are the most important part of	N our organization. We always put you, the Client, first. Our unique custom security	I solution consists of education, training, and execution. Once we’ve designed our	A plan, documented the procedures, and assigned responsibilities to individuals, the
transition is seamless.	N
O
T
Prior to our start date, most of our time consists of extensive training for our	F
officers to ensure understanding of each and every Client’s specific requirement.	O
R

D I S T R I B U T I O N
Heritage Landing

SUCCESS is the end result for every well executed plan

44

SECTION 7
FINANCIAL BREAKDOWN

EQUIPMENT

F I D E

T

L

Platinum Group Security bases its rate structure on the requested service hours	N per week and type of security officer required with a competitive pricing structure.	I Pricing should never influence decisions relative to safety. All companies are not	A alike and security services range greatly between competitors. Pricing and any
optional equipment listed below is intended to provide a brief budget overview. Also	N

T

listed are services we provide at NO ADDITIONAL COST.	O

All Prices are weekly unless noted otherwise:

Security Survey Including Camera Assessment & Access Control Analysis
Quarterly Training
Road Supervision
GuardMetrics platform

F O R

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STAFFING & RATES

F I D E

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PGS proposes the following rates for Heritage Landing. These rates are all-inclusive	N as defined below and will remain in effect for 60 days from 07/02/2021.	I A
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N O T

F O R

D I S T R I B U T I O N

State Sales tax is not included in the rates above and will be added where applicable.
Premium Rate: is 1.5 times the Standard Rate and is applicable for the following:
Excess hours specified over contract.
All hours over forty hours worked by a security officer, specifically requested by client.
Recognized holidays (9). New Year’s day, Martin Luther King Day, President’s Day, Memorial Day, Independence Day, Labor Day, Thanksgiving Day, Day After Thanksgiving, Christmas Day
Rates include the following items:
Recruitment, background screening and hiring costs
Employee wages, plus all payroll taxes and insurance
Platinum Service performance recognition program
Region award qualification for Officer of the Month, Quarter and Officer of the Year
Paid Introductory, pre-assignment and paid on-site training
Complete uniforms for each season, including replacements as needed
Learning Management System to track completed courses and test scores
Monthly service review and planning meetings with local region operations manager
GUARDMETRCS-cloud based post orders, Incident reporting, Smart Tours, including client emergency procedures
24-hour National Security Operations Center
General liability insurance coverage

PRICE PERFORMANCE RELATIONSHIP

F I D E

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When you hire a security company you are essentially selecting a business	N partner. Your security provider should be an extension of you - the same work	I ethic and dedication. This will ensure your needs and expectations are not just	A met but exceeded. Check out several companies. Interview the officers and

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account managers who will be on site providing the day-to-day service. Be sure	N to communicate your expectations to your security provider and ensure the	O partner you select has the resources and expertise to accomplish the mission.
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Its all about providing the highest level of safety, enforcement, and hospitality. Ask	R

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for referrals and visit other clients similar to yours locally. Outsourcing security is no longer about cutting costs and saving money. It is about finding the right security	D partner to do things effectively, safer, and more efficient while maximizing your	S long-term budget.	T
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PRICE QUOTED = PERFORMANCE

I B U T I O
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Do you believe the security company can perform as promised at the price quoted?

Every legitimate security company has similar costs of doing business; payroll expenses, office expenses, insurance costs, licensing fees, training, recruiting, fuel, vehicle costs, maintenance, phones, taxes and other overhead are just some of the factors which help determine the price a security company charges for its services.

If a security company charges too low of a price for its services, more than likely they are not properly licensed or insured. They may be paying their employees illegally, or worse… not performing all the work your paying them for. Costs are being cut somewhere at the expense of the client which will always reflect in the quality of service they are providing.

48

SECTION 8
REFERENCES

REFERENCES

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D I S T R I B U T I O N

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SECTION 9
ADDITIONAL SERVICES

52

ADDITIONAL SERVICES

F I D E

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ATTACHED IS A COPY OF OUR BROCHURE THAT OUTLINES OUR FULL	N
CAPABILITIES AS AN ORGANIZATION AND OUR STRATEGIC PARTNERS.	I
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Cameras Systems – Installation and Maintenance	T
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Gate House Maintenance and Installation	B
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Executive Protection	T
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Traffic Enforcement (Info. on Req.)	N

Concierge and Front Desk Professionals
Crime Prevention Meetings Upon Request– No Charge! Security Assessments
Special Events

SERVICE AGREEMENT AND ADDITIONAL REFERENCES WILL BE FURNISHED UPON REQUEST

Tab 8

PLAYGROUND POLICIES

Hours open for use of the playground is from sunrise to sunset.
All children under the age of eighteen (18) must be accompanied by an adult, unless such child is thirteen (13) or older and is providing supervision as contemplated by the following sentence. Children the age of thirteen (13) or older, who have provided District staff with District- approved documentation authorizing such child to supervise children that have been designated to be in their care, may be present at the playground for the purpose of providing such supervision.
No roughhousing on the playground.
Persons using the playground must clean up all food, beverages and miscellaneous trash brought to the playground. Glass containers are prohibited.
Use of the playground may be limited from time to time due to a sponsored event, which must be approved by the District Manager or VESTA Staff.
The use of profanity or disruptive behavior is absolutely prohibited.
Alcoholic beverages are not permitted on the playground.

Public Hearing on Fiscal Year 2021-2022 Budget

Tab 9

RESOLUTION 2021-03

THE ANNUAL APPROPRIATION RESOLUTION OF THE HERITAGE LANDING COMMUNITY DEVELOPMENT DISTRICT (“DISTRICT”) RELATING TO THE ANNUAL APPROPRIATIONS AND ADOPTING THE BUDGETS FOR THE FISCAL YEAR BEGINNING OCTOBER 1, 2021, AND ENDING SEPTEMBER 30, 2022; AUTHORIZING BUDGET AMENDMENTS; AND PROVIDING AN EFFECTIVE DATE.

WHEREAS, the District Manager has, prior to the fifteenth (15th) day in June, 2021, submitted to the Board of Supervisors (“Board”) of the Heritage Landing Community Development District (“District”) proposed budgets (“Proposed Budget”) for the fiscal year beginning October 1, 2021 and ending September 30, 2022 (“Fiscal Year 2021/2022”) along with an explanatory and complete financial plan for each fund of the District, pursuant to the provisions of Section 190.008(2)(a), Florida Statutes; and

WHEREAS, at least sixty (60) days prior to the adoption of the Proposed Budget, the District filed a copy of the Proposed Budget with the local governing authorities having jurisdiction over the area included in the District pursuant to the provisions of Section 190.008(2)(b), Florida Statutes; and

WHEREAS, the Board set a public hearing thereon and caused notice of such public hearing to be given by publication pursuant to Section 190.008(2)(a), Florida Statutes; and

WHEREAS, the District Manager posted the Proposed Budget on the District’s website at least two days before the public hearing; and

WHEREAS, Section 190.008(2)(a), Florida Statutes, requires that, prior to October 1st of each year, the Board, by passage of the Annual Appropriation Resolution, shall adopt a budget for the ensuing fiscal year and appropriate such sums of money as the Board deems necessary to defray all expenditures of the District during the ensuing fiscal year; and

WHEREAS, the District Manager has prepared a Proposed Budget, whereby the budget shall project the cash receipts and disbursements anticipated during a given time period, including reserves for contingencies for emergency or other unanticipated expenditures during the fiscal year.

NOW, THEREFORE, BE IT RESOLVED BY THE BOARD OF SUPERVISORS OF THE HERITAGE LANDING COMMUNITY DEVELOPMENT DISTRICT:

SECTION 1.     BUDGET

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

b.	The Proposed Budget, attached hereto as Exhibit “A,” as amended by the Board,
is hereby adopted in accordance with the provisions of Section 190.008(2)(a), Florida Statutes (“Adopted Budget”), and incorporated herein by reference; provided, however, that the comparative figures contained in the Adopted Budget may be subsequently revised as deemed necessary by the District Manager to reflect actual revenues and expenditures.	
c.	The Adopted Budget, as amended, shall be maintained in the office of the District Manager and at the District’s Local Records Office and identified as “The Budget for the Heritage Landing Community Development District for the Fiscal Year Ending September 30, 2022.”	
d.	The Adopted Budget shall be posted by the District Manager on the District’s official website within thirty (30) days after adoption, and shall remain on the	
website for at least 2 years.

SECTION 2.	APPROPRIATIONS

There is hereby appropriated out of the revenues of the District, for Fiscal Year 2021/2022, the sum of $	to be raised by the levy of assessments and/or otherwise, which sum is deemed by the Board to be necessary to defray all expenditures of the District during said budget year, to be divided and appropriated in the following fashion:

TOTAL GENERAL FUND	$ 	

DEBT SERVICE FUND – SERIES 2015	$ 	

TOTAL ALL FUNDS	$ 	

SECTION 3.	BUDGET AMENDMENTS

Pursuant to Section 189.016, Florida Statutes, the District at any time within Fiscal Year 2021/2022 or within 60 days following the end of the Fiscal Year 2021/2022 may amend its Adopted Budget for that fiscal year as follows:

A line-item appropriation for expenditures within a fund may be decreased or increased by motion of the Board recorded in the minutes, and approving the expenditure, if the total appropriations of the fund do not increase.

The District Manager or Treasurer may approve an expenditure that would increase or decrease a line-item appropriation for expenditures within a fund if the total appropriations of the fund do not increase and if either (i) the aggregate change in the original appropriation item does not exceed the greater of $15,000

or 15% of the original appropriation, or (ii) such expenditure is authorized by separate disbursement or spending resolution.

Any other budget amendments shall be adopted by resolution and consistent with Florida law.

The District Manager or Treasurer must ensure that any amendments to the budget under paragraph c. above are posted on the District’s website within 5 days after adoption and remain on the website for at least 2 years.

SECTION 4. EFFECTIVE DATE. This Resolution shall take effect immediately upon adoption.

PASSED AND ADOPTED THIS 12th DAY OF AUGUST, 2021.

ATTEST:	HERITAGE LANDING COMMUNITY
DEVELOPMENT DISTRICT

Secretary/Assistant Secretary

By:	 Its: 	

Exhibit A: Fiscal Year 2022 Budget

Exhibit A

Heritage Landing Community Development District
www.heritagelandingcdd.org

Proposed Budget for Fiscal Year 2021/2022 Presented by: Rizzetta & Company, Inc.

2806 N. Fifth Street Suite 403
St. Augustine, Florida 32084 Phone: 904-436-6270

rizzetta.com

TABLE OF CONTENTS

Page
General Fund Budget for Fiscal Year 2021-2022	1
Reserve Fund Budget for Fiscal Year 2021-2022	4
Debt Service Fund Budget for Fiscal Year 2021-2022	5
Assessments Charts for Fiscal Year 2021-2022	6
General Fund Budget Account Category Descriptions	8
Reserve Fund Budget Account Category Descriptions	14
Debt Service Fund Budget Account Category Descriptions	15

Proposed Budget
Heritage Landing Community Development District General Fund
Fiscal Year 2021/2022

Chart of Accounts Classification	
Actual YTD through 06/30/21	
Projected Annual Totals 2020/2021	
Annual Budget for 2020/2021	Projected Budget variance for 2020/2021	

Budget for 2021/2022	Budget Increase (Decrease) vs 2020/2021	

Comments	
1									
2	REVENUES								
3									
4	Special Assessments								
5	Tax Roll*	$	1,106,270	$	1,106,270	$ 1,106,270	$	-	$ 1,141,644	$	35,374		
6	Other Miscellaneous Revenues								
7	Activity Fees	$	11,439	$	15,000	$	10,000	$	5,000	$	12,000	$	2,000		
8	
RV & Boat Storage Fees	
$	23,216	
$	25,350	
$	25,350	
$	-	
$	25,350	
$	-		
9	Camp Heritage Room Rental	$	3,023	$	4,031	$	6,500	$	(2,469)	$	6,500	$	-		

10	Special Events - Food Truck Revenue	
$	2,887	
$	3,849	
$	5,000	
$	(1,151)	
$	5,000	
$	-		
11									
12	TOTAL REVENUES	$	1,146,835	$	1,154,500	$ 1,153,120	$	1,380	$ 1,190,494	$	37,374		
13									
18	
EXPENDITURES - ADMINISTRATIVE								
19									
20	Legislative								
21	Supervisor Fees	$	9,800	$	13,000	$	12,000	$	(1,000)	$	13,000	$	1,000	12 meetings & 1 workshop	
22	Financial & Administrative								
23	Administrative Services	$	4,050	$	5,400	$	5,400	$	-	$	5,400	$	-		
24	District Management	$	28,650	$	38,200	$	38,200	$	-	$	38,200	$	-		
25	
District Engineer	
$	10,238	
$	13,651	
$	6,000	
$	(7,651)	
$	8,000	
$	2,000	Increased Project Involvement	
26	Disclosure Report	$	1,000	$	1,000	$	1,000	$	-	$	1,000	$	-		
27	Trustees Fees	$	5,064	$	5,064	$	5,000	$	(64)	$	5,000	$	-		
28	Assessment Roll	$	5,000	$	5,000	$	5,000	$	-	$	5,000	$	-		
29	Financial & Revenue Collections	$	3,750	$	5,000	$	5,000	$	-	$	5,000	$	-		
30	Accounting Services	$	15,750	$	21,000	$	21,000	$	-	$	21,000	$	-		
31	Auditing Services	$	3,075	$	3,075	$	3,075	$	-	$	3,075	$	-		
32	Arbitrage Rebate Calculation	$	500	$	500	$	500	$	-	$	500	$	-		
33	Public Officials Liability Insurance	$	2,960	$	2,960	$	3,101	$	141	$	3,552	$	451	Per Insurance Agent Est.	
34	Legal Advertising	$	637	$	1,480	$	1,500	$	20	$	1,500	$	-		
35	Dues, Licenses & Fees	$	175	$	175	$	175	$	-	$	175	$	-		
36	Miscellaneous Fees	$	469	$	500	$	500	$	-	$	500	$	-		
37	Website Hosting, Maintenance & ADA Compliance	
$	3,150	
$	5,800	
$	5,800	
$	-	
$	5,800	
$	-		
38	Legal Counsel								
39	District Counsel	$	15,144	$	20,192	$	31,182	$	10,990	$	31,182	$	-		
40									
41	Administrative Subtotal	$	109,412	$	141,997	$	144,433	$	2,436	$	147,884	$	3,451		
42									
43	EXPENDITURES - FIELD OPERATIONS								
44									
45	Security Operations								
46	
Security Services Contract	
$	38,713	
$	53,780	
$	54,000	
$	220	
$	65,000	
$	11,000	
Out to Bid - Estimate	
47	Electric Utility Services								
48	Utility Services	$	37,539	$	50,052	$	48,000	$	(2,052)	$	52,000	$	4,000	FPL 3% Increase Est.	
49	Street Lights	$	34,159	$	45,545	$	45,500	$	(45)	$	46,865	$	1,365	FPL 3% Increase Est.	
50	
Garbage/Solid Waste Control Services								
51	Garbage - Recreation Facility	$	1,780	$	2,373	$	2,200	$	(173)	$	2,200	$	-		

Proposed Budget
Heritage Landing Community Development District General Fund
Fiscal Year 2021/2022

Chart of Accounts Classification	
Actual YTD through 06/30/21	
Projected Annual Totals 2020/2021	
Annual Budget for 2020/2021	Projected Budget variance for 2020/2021	

Budget for 2021/2022	Budget Increase (Decrease) vs 2020/2021	

Comments	
52	Water-Sewer Combination Services								
53	Utility Services	$	6,136	$	8,181	$	13,000	$	4,819	$	13,000	$	-	Per YTD History	
54	Stormwater Control								

55	

Aquatic Maintenance	

$	9,025	

$	12,033	

$	11,767	

$	(266)	

$	11,767	

$	-	
Projections include Random Dye Treatments	
56	Fountain Service Repairs & Maintenance	
$	1,560	
$	2,080	
$	3,000	
$	920	
$	3,000	
$	-		
57	Other Physical Environment								
58	General Liability & Property Insurance	
$	26,322	
$	26,322	
$	25,000	
$	(1,322)	
$	29,280	
$	4,280	
Per Insurance Agent Est.	

59	
Landscape Maintenance & Irrigation Contract	

$	146,241	

$	194,988	

$	194,988	

$	-	

$	194,988	

$	-	

FY 21 Last Yr at Fixed Rate	
60	Irrigation Repairs	$	13,597	$	18,129	$	18,000	$	(129)	$	18,000	$	-		

61	
Landscape Replacement Plants, Shrubs, Trees	

$	26,861	

$	29,143	

$	23,151	

$	(5,992)	

$	25,000	

$	1,849	FY 21 Projections only include what BOS has approved to date	

62	

Tree Removal				

$	-	

$	10,000	

$	10,000		
63	Road & Street Facilities								
64	Parking Lot Repair & Maintenance	$	-	$	1,000	$	2,000	$	1,000	$	2,000	$	-		
65	Parks & Recreation								

66	

Amenity Management Contract	

$	255,556	

$	356,044	

$	397,260	

$	41,216	

$	397,260	

$	-	
FY 22 Fee Still Includes Additional Possible $11K for Program Coordinator	
67	Pool Permits	$	925	$	925	$	925	$	-	$	925	$	-		
68	Maintenance & Repair	$	18,092	$	24,123	$	15,000	$	(9,123)	$	15,000	$	-		
69	
Cable Television & Internet	
$	4,751	
$	5,908	
$	5,100	
$	(808)	
$	4,680	
$	(420)	
Per New Contract	
70	
Facility Supplies & Equipment	
$	8,074	
$	10,765	
$	10,000	
$	(765)	
$	10,000	
$	-		
71	
Pool/Water Slide/Geyser - Chemicals	
$	17,635	
$	23,513	
$	22,860	
$	(653)	
$	22,860	
$	-		
72	
Pest Control & Termite Bond	
$	1,912	
$	2,549	
$	2,435	
$	(114)	
$	2,435	
$	-	Projections Include 1 Year Rodent Control	
73	Facility A/C & Heating Maintenance & Repair	
$	203	
$	271	
$	2,000	
$	1,729	
$	2,000	
$	-		
74	Lighting Replacement	$	213	$	1,000	$	1,500	$	500	$	1,500	$	-		
75	Fitness Equipment Maintenance & Repairs	
$	1,614	
$	2,152	
$	3,000	
$	848	
$	3,000	
$	-		
76	Fire Sprinkler/Security Alarm Monitoring & Maintenance	
$	10,638	
$	13,500	
$	3,000	
$    (10,500)	
$	5,000	
$	2,000	
Based on YTD History	
77	Furniture Repair/Replacement	$	-	$	1,000	$	1,500	$	500	$	1,500	$	-	Per YTD Actuals	

78	
Tennis/Basketball Courts & Playground Maintenance & Repairs	

$	14,873	

$	24,873	

$	18,151	

$	(6,722)	

$	6,000	

$	(12,151)	
Projections Include Field Aerification	

79	

Athletic Field Maintenance & Repairs	

$	-	

$	-	

$	-	

$	-	

$	12,000	

$	12,000		
80	RV & Boat Storage Maintenance	$	3,809	$	5,079	$	25,350	$	20,271	$	25,350	$	-		

Proposed Budget
Heritage Landing Community Development District General Fund
Fiscal Year 2021/2022

Chart of Accounts Classification	
Actual YTD through 06/30/21	
Projected Annual Totals 2020/2021	
Annual Budget for 2020/2021	Projected Budget variance for 2020/2021	

Budget for 2021/2022	Budget Increase (Decrease) vs 2020/2021	

Comments	
81	Special Events								
82	
Special Events	
$	2,502	
$	6,516	
$	10,000	
$	3,484	
$	10,000	
$	-		
83	Contingency								
84	Capital Outlay	$	9,861	$	11,757	$	25,000	$	13,243	$	25,000	$	-	Projections Include Current Approved Projects	
85	Miscellaneous Contingency	$	41,788	$	41,788	$	25,000	$   (16,788)	$	25,000	$	-		
86									
87	Field Operations Subtotal	$	734,379	$	975,391	$ 1,008,687	$	33,296	$ 1,042,610	$	33,923		
88									
91	TOTAL EXPENDITURES	$	843,791	$	1,117,387	$ 1,153,120	$	35,733	$ 1,190,494	$	37,374		
92									
93	EXCESS OF REVENUES OVER	$	303,044	$	37,113	$	-	$	37,113	$	-	$	-		
94									

Proposed Budget
Heritage Landing Community Development District Reserve Fund
Fiscal Year 2021/2022

Chart of Accounts Classification	
Actual YTD
through 06/30/21	
Projected Annual Totals 2020/2021	
Annual Budget for 2020/2021	Projected Budget variance for 2020/2021	

Budget for 2021/2022	Budget Increase (Decrease) vs 2020/2021	

Comments	
1									
2	REVENUES								
3									
4	Special Assessments								
5	Tax Roll*	$ 35,000	$ 35,000	$ 35,000	$	-	$ 55,000	$ 20,000		
12									
13	TOTAL REVENUES	$ 35,000	$ 35,000	$ 35,000	$	-	$ 55,000	$ 20,000		
14									
15	Balance Forward from Prior Year	$	-	$	-	$	-	$	-	$	-	$	-		
16									
17	TOTAL REVENUES AND BALANCE	$ 35,000	$ 35,000	$ 35,000	$	-	$ 55,000	$ 20,000		
18									
19	*Allocation of assessments between the Tax Roll and Off Roll are estimates only and subject to change prior		
20									
21	EXPENDITURES								
22									
23	Parks & Recreation								
24	Amenity/Pool Reserve	$	-	$	-	$ 10,000	$ 10,000	$ 10,000	$	-		
23	Contingency								
24	Capital Youth Amenity Project	$	-	$	-	$	-	$	-	$	5,000	$	5,000		
24	Capital Reserves	$	-	$	-	$ 25,000	$ 25,000	$ 40,000	$ 15,000		
26									
27	TOTAL EXPENDITURES	$	-	$	-	$ 35,000	$ 35,000	$ 55,000	$ 15,000		
28									
29	EXCESS OF REVENUES OVER	$ 35,000	$ 35,000	$	-	$ 35,000	$	-	$	5,000		
30									

Budget Template
Heritage Landing Community Development District Debt Service
Fiscal Year 2021/2022

Chart of Accounts Classification	Series 2015	Budget for 2021/2022	
			
REVENUES			
Special Assessments			
Net Special Assessments (1)	$1,020,448.17	$1,020,448.17	
			
TOTAL REVENUES	$1,020,448.17	$1,020,448.17	

EXPENDITURES			
Administrative			
Financial & Administrative			
		$0.00	
Debt Service Obligation	$1,020,448.17	$1,020,448.17	
Administrative Subtotal	$1,020,448.17	$1,020,448.17	
			
TOTAL EXPENDITURES	$1,020,448.17	$1,020,448.17	
			
EXCESS OF REVENUES OVER EXPENDITURES	$0.00	$0.00	

St. Johns County Collection Costs (2%) and Early Payment Discounts (4%):	6.0%

Gross assessments	$1,082,491.15

Notes:
Tax Roll County Collection Costs and Early Payment Discount is is 6.0% of Tax Roll. Budgeted net of tax roll assessments. See Assessment Table.

(1) Maximum Annual Debt Service less Prepaid Assessments received.

Heritage Landing Community Development District

FISCAL YEAR 2021/2022 O&M & DEBT SERVICE ASSESSMENT SCHEDULE

PER UNIT ANNUAL ASSESSMENT	Proposed Increase / Decrease

2021/2022 O&M Budget	$1,196,644.00	
Collection Costs @ 2%:	$25,460.51	
Early Payment Discount @ 4%:	$50,921.02	
2021/2022 Total:	$1,273,025.53	

2020/2021 O&M Budget	$1,141,270.00	
2021/2022 O&M Budget	$1,196,644.00	
Total Difference:	$55,374.00	

	2020/2021	2021/2022	$	%	
Debt Service - Single Family	$979.63	$979.63	$0.00	0.00%	
Operations/Maintenance - Single Family	$1,052.09	$1,103.14	$51.05	4.85%	
Total	$2,031.72	$2,082.77	$51.05	2.51%	

		

7

HERITAGE LANDING CO			

FISCAL YEAR 2021/2022 O&M 	
& DEBT SERVICE ASSESSMEN		
TOTAL O&M BUDGET		$1,196,644.00		
COLLECTION COSTS @	2.0%	$25,460.51		
EARLY PAYMENT DICOUNT @	4.0%	$50,921.02		
TOTAL O&M ASSESSMENT		$1,273,025.53		

UNITS ASSESSED				
		SERIES 2015	ALLOCATION OF O&M ASSESSMENT	PER LOT ANNUAL ASSESSMENT	
		DEBT	
TOTAL	% TOTAL	TOTAL		DEBT		
LOT SIZE	O&M	SERVICE (1) (2)	EAU FACTOR	EAU's	EAU's	O&M BUDGET	O&M	SERVICE (3)	TOTAL (4)	
SINGLE FAMILY	1154	1105	1.00	1154.00	100.00%	$1,273,025.53	$1,103.14	$979.63	$2,082.77	
 	1154	    	1105		 	1154.00	100.00%	$1,273,025.53	

LESS: St. Johns County Collection Costs (2%) and Early Payment Discounts (4%):	($76,381.53)

Net Revenue to be Collected	$1,196,644.00

(1) Reflects 48 single family prepayments.

(2) Reflects the number of total lots with Series 2015 debt outstanding.

(3) Annual debt service assessment per lot adopted in connection with the Series 2015 bond issue. Annual assessment includes principal, interest, St.John's County collection costs and early payment discounts.

(4) Annual assessment that will appear on November 2021 St. John's County property tax bill. Amount shown includes all applicable collection costs and early payment discount (up to 4% if paid early).	

GENERAL FUND BUDGET ACCOUNT CATEGORY DESCRIPTION

The General Fund Budget Account Category Descriptions are subject to change at any time depending on its application to the District. Please note, not all General Fund Budget Account Category Descriptions are applicable to the District indicated above. Uses of the descriptions contained herein are intended for general reference.

REVENUES:

Interest Earnings: The District may earn interest on its monies in the various operating accounts.

Tax Roll: The District levies Non-Ad Valorem Special Assessments on all of the assessable property within the District to pay for operating expenditures incurred during the Fiscal Year. The assessments may be collected in two ways. The first is by placing them on the County’s Tax Roll, to be collected with the County’s Annual Property Tax Billing. This method is only available to land properly platted within the time limits prescribed by the County.

Off Roll: For lands not on the tax roll and that is by way of a direct bill from the District to the appropriate property owner.

Developer Contributions: The District may enter into a funding agreement and receive certain prescribed dollars from the Developer to off-set expenditures of the District.

Event Rental: The District may receive monies for event rentals for such things as weddings, birthday parties, etc.

Miscellaneous Revenues: The District may receive monies for the sale or provision of electronic access cards, entry decals etc.

Facilities Rentals: The District may receive monies for the rental of certain facilities by outside sources, for such items as office space, snack bar/restaurants etc.

EXPENDITURES – ADMINISTRATIVE:

Supervisor Fees: The District may compensate its supervisors within the appropriate statutory limits of
$200.00 maximum per meeting within an annual cap of $4,800.00 per supervisor.

Administrative Services: The District will incur expenditures for the day to today operation of District matters. These services include support for the District Management function, recording and preparation of meeting minutes, records retention and maintenance in accordance with Chapter 119, Florida Statutes, and the District’s adopted Rules of Procedure, preparation and delivery of agenda, overnight deliveries, facsimiles and phone calls.

District Management: The District as required by statute, will contract with a firm to provide for management and administration of the District’s day to day needs. These service include the conducting of board meetings, workshops, overall administration of District functions, all required state and local filings, preparation of annual budget, purchasing, risk management, preparing various resolutions and all other secretarial duties requested by the District throughout the year is also reflected in this amount.

District Engineer: The District’s engineer provides general engineering services to the District. Among these services are attendance at and preparation for monthly board meetings, review of construction invoices and all other engineering services requested by the district throughout the year.

Disclosure Report: The District is required to file quarterly and annual disclosure reports, as required in the District’s Trust Indenture, with the specified repositories. This is contracted out to a third party in compliance with the Trust Indenture.

Trustee’s Fees: The District will incur annual trustee’s fees upon the issuance of bonds for the oversight of the various accounts relating to the bond issues.

Assessment Roll: The District will contract with a firm to maintain the assessment roll and annually levy a Non-Ad Valorem assessment for operating and debt service expenses.

Financial & Revenue Collections: Services include all functions necessary for the timely billing and collection and reporting of District assessments in order to ensure adequate funds to meet the District’s debt service and operations and maintenance obligations. These services include, but are not limited to, assessment roll preparation and certification, direct billings and funding request processing as well as responding to property owner questions regarding District assessments. This line item also includes the fees incurred for a Collection Agent to collect the funds for the principal and interest payment for its short- term bond issues and any other bond related collection needs. These funds are collected as prescribed in the Trust Indenture. The Collection Agent also provides for the release of liens on property after the full collection of bond debt levied on particular properties.

Accounting Services: Services include the preparation and delivery of the District’s financial statements in accordance with Governmental Accounting Standards, accounts payable and accounts receivable functions, asset tracking, investment tracking, capital program administration and requisition processing, filing of annual reports required by the State of Florida and monitoring of trust account activity.

Auditing Services: The District is required annually to conduct an audit of its financial records by an Independent Certified Public Accounting firm, once it reaches certain revenue and expenditure levels, or has issued bonds and incurred debt.

Arbitrage Rebate Calculation: The District is required to calculate the interest earned from bond proceeds each year pursuant to the Internal Revenue Code of 1986. The Rebate Analyst is required to verify that the District has not received earnings higher than the yield of the bonds.

Travel: Each Board Supervisor and the District Staff are entitled to reimbursement for travel expenses per Florida Statutes 190.006(8).

Public Officials Liability Insurance: The District will incur expenditures for public officials’ liability insurance for the Board and Staff.

Legal Advertising: The District will incur expenditures related to legal advertising. The items for which the District will advertise include, but are not limited to meeting schedules, special meeting notices, and public hearings, bidding etc. for the District based on statutory guidelines

Bank Fees: The District will incur bank service charges during the year.

Dues, Licenses & Fees: The District is required to pay an annual fee to the Department of Economic Opportunity, along with other items which may require licenses or permits, etc.

Miscellaneous Fees: The District could incur miscellaneous throughout the year, which may not fit into any standard categories.

Website Hosting, Maintenance and Email: The District may incur fees as they relate to the development and ongoing maintenance of its own website along with possible email services if requested.

District Counsel: The District’s legal counsel provides general legal services to the District. Among these services are attendance at and preparation for monthly board meetings, review of operating and maintenance contracts and all other legal services requested by the district throughout the year.

EXPENDITURES - FIELD OPERATIONS:

Deputy Services: The District may wish to contract with the local police agency to provide security for the District.

Security Services and Patrols: The District may wish to contract with a private company to provide security for the District.

Electric Utility Services: The District will incur electric utility expenditures for general purposes such as irrigation timers, lift station pumps, fountains, etc.

Street Lights: The District may have expenditures relating to street lights throughout the community. These may be restricted to main arterial roads or in some cases to all street lights within the District’s boundaries.

Utility - Recreation Facility: The District may budget separately for its recreation and or amenity electric separately.

Gas Utility Services: The District may incur gas utility expenditures related to district operations at its facilities such as pool heat etc.

Garbage - Recreation Facility: The District will incur expenditures related to the removal of garbage and solid waste.

Solid Waste Assessment Fee: The District may have an assessment levied by another local government for solid waste, etc.

Water-Sewer Utility Services: The District will incur water/sewer utility expenditures related to district operations.

Utility - Reclaimed: The District may incur expenses related to the use of reclaimed water for irrigation.

Aquatic Maintenance: Expenses related to the care and maintenance of the lakes and ponds for the control of nuisance plant and algae species.

Fountain Service Repairs & Maintenance: The District may incur expenses related to maintaining the fountains within throughout the Parks & Recreational areas

Lake/Pond Bank Maintenance: The District may incur expenditures to maintain lake banks, etc. for the ponds and lakes within the District’s boundaries, along with planting of beneficial aquatic plants, stocking of fish, mowing and landscaping of the banks as the District determines necessary.

Wetland Monitoring & Maintenance: The District may be required to provide for certain types of monitoring and maintenance activities for various wetlands and waterways by other governmental entities.

Mitigation Area Monitoring & Maintenance: The District may be required to provide for certain types of monitoring and maintenance activities for various mitigation areas by other governmental entities.

Aquatic Plant Replacement: The expenses related to replacing beneficial aquatic plants, which may or may not have been required by other governmental entities.

General Liability Insurance: The District will incur fees to insure items owned by the District for its general liability needs

Property Insurance: The District will incur fees to insure items owned by the District for its property needs

Entry and Walls Maintenance: The District will incur expenditures to maintain the entry monuments and the fencing.

Landscape Maintenance: The District will incur expenditures to maintain the rights-of-way, median strips, recreational facilities including pond banks, entryways, and similar planting areas within the District. These services include but are not limited to monthly landscape maintenance, fertilizer, pesticides, annuals, mulch, and irrigation repairs.

Irrigation Maintenance: The District will incur expenditures related to the maintenance of the irrigation systems.

Irrigation Repairs: The District will incur expenditures related to repairs of the irrigation systems.

Landscape Replacement: Expenditures related to replacement of turf, trees, shrubs etc.

Field Services: The District may contract for field management services to provide landscape maintenance oversight.

Miscellaneous Fees: The District may incur miscellaneous expenses that do not readily fit into defined categories in field operations.

Gate Phone: The District will incur telephone expenses if the District has gates that are to be opened and closed.

Street/Parking Lot Sweeping: The District may incur expenses related to street sweeping for roadways it owns or are owned by another governmental entity, for which it elects to maintain.

Gate Facility Maintenance: Expenses related to the ongoing repairs and maintenance of gates owned by the District if any.

Sidewalk Repair & Maintenance: Expenses related to sidewalks located in the right of way of streets the District may own if any.

Roadway Repair & Maintenance: Expenses related to the repair and maintenance of roadways owned by the District if any.

Employees - Salaries: The District may incur expenses for employees/staff members needed for the recreational facilities such as Clubhouse Staff.

Employees - P/R Taxes: This is the employer’s portion of employment taxes such as FICA etc.

Employee - Workers’ Comp: Fees related to obtaining workers compensation insurance.

Management Contract: The District may contract with a firm to provide for the oversight of its recreation facilities.

Maintenance & Repair: The District may incur expenses to maintain its recreation facilities.

Facility Supplies: The District may have facilities that required various supplies to operate.

Gate Maintenance & Repairs: Any ongoing gate repairs and maintenance would be included in this line item.

Telephone, Fax, Internet:  The District may incur telephone, fax and internet expenses related to the recreational facilities.

Office Supplies: The District may have an office in its facilities which require various office related supplies.

Clubhouse - Facility Janitorial Service: Expenses related to the cleaning of the facility and related supplies.

Pool Service Contract: Expenses related to the maintenance of swimming pools and other water features.

Pool Repairs: Expenses related to the repair of swimming pools and other water features.

Security System Monitoring & Maintenance: The District may wish to install a security system for the clubhouse

Clubhouse Miscellaneous Expense: Expenses which may not fit into a defined category in this section of the budget

Athletic/Park Court/Field Repairs: Expense related to any facilities such as tennis, basketball etc.

Trail/Bike Path Maintenance: Expenses related to various types of trail or pathway systems the District may own, from hard surface to natural surfaces.

Special Events: Expenses related to functions such as holiday events for the public enjoyment

Miscellaneous Fees: Monies collected and allocated for fees that the District could incur throughout the year, which may not fit into any standard categories.

Miscellaneous Contingency: Monies collected and allocated for expenses that the District could incur throughout the year, which may not fit into any standard categories.

Capital Outlay: Monies collected and allocated for various projects as they relate to public improvements.

RESERVE FUND BUDGET ACCOUNT CATEGORY DESCRIPTION

The Reserve Fund Budget Account Category Descriptions are subject to change at any time depending on its application to the District. Please note, not all Reserve Fund Budget Account Category Descriptions are applicable to the District indicated above. Uses of the descriptions contained herein are intended for general reference.

REVENUES:

Tax Roll: The District levies Non-Ad Valorem Special Assessments on all of the assessable property within the District to pay for operating expenditures incurred during the Fiscal Year. The assessments may be collected in two ways. The first is by placing them on the County’s Tax Roll, to be collected with the County’s Annual Property Tax Billing. This method is only available to land properly platted within the time limits prescribed by the County.

Off Roll: For lands not on the tax roll and that is by way of a direct bill from the District to the appropriate property owner.

Developer Contributions: The District may enter into a funding agreement and receive certain prescribed dollars from the Developer to off-set expenditures of the District.

Miscellaneous Revenues: The District may receive monies for the sale or provision of electronic access cards, entry decals etc.

EXPENDITURES:

Capital Reserve: Monies collected and allocated for the future repair and replacement of various capital improvements such as club facilities, swimming pools, athletic courts, roads, etc.

Capital Outlay: Monies collected and allocated for various projects as they relate to public improvements.

DEBT SERVICE FUND BUDGET ACCOUNT CATEGORY DESCRIPTION
The Debt Service Fund Budget Account Category Descriptions are subject to change at any time depending on its application to the District. Please note, not all Debt Service Fund Budget Account Category Descriptions are applicable to the District indicated above. Uses of the descriptions contained herein are intended for general reference.

REVENUES:

Special Assessments: The District may levy special assessments to repay the debt incurred by the sale of bonds to raise working capital for certain public improvements. The assessments may be collected in the same fashion as described in the Operations and Maintenance Assessments.

EXPENDITURES – ADMINISTRATIVE:

Bank Fees: The District may incur bank service charges during the year.

Debt Service Obligation: This would a combination of the principal and interest payment to satisfy the annual repayment of the bond issue debt.

Tab 10

RESOLUTION 2021-04

A RESOLUTION OF THE BOARD OF SUPERVISORS OF THE HERITAGE LANDING COMMUNITY DEVELOPMENT DISTRICT MAKING A DETERMINATION OF BENEFIT AND IMPOSING SPECIAL ASSESSMENTS FOR FISCAL YEAR 2021/2022; PROVIDING FOR THE COLLECTION AND ENFORCEMENT OF SPECIAL ASSESSMENTS; CERTIFYING AN ASSESSMENT ROLL; PROVIDING FOR AMENDMENTS TO THE ASSESSMENT ROLL; PROVIDING A SEVERABILITY CLAUSE; AND PROVIDING AN EFFECTIVE DATE.

WHEREAS, the Heritage Landing Community Development District (“District”) is a local unit of special-purpose government established pursuant to Chapter 190, Florida Statutes, for the purpose of providing, operating and maintaining infrastructure improvements, facilities and services to the lands within the District; and

WHEREAS, the District is located in St. Johns County, Florida (“County”); and

WHEREAS, the District has constructed or acquired various infrastructure improvements and provides certain services in accordance with the District’s adopted capital improvement plan and Chapter 190, Florida Statutes; and

WHEREAS, the Board of Supervisors (“Board”) of the District hereby determines to undertake various operations and maintenance and other activities described in the District’s budget (“Adopted Budget”) for the fiscal year beginning October 1, 2021 and ending September 30, 2022 (“Fiscal Year 2021/2022”), attached hereto as Exhibit “A” and incorporated by reference herein; and

WHEREAS, the District must obtain sufficient funds to provide for the operation and maintenance of the services and facilities provided by the District as described in the Adopted Budget; and

WHEREAS, the provision of such services, facilities, and operations is a benefit to lands within the District; and

WHEREAS, Chapter 190, Florida Statutes, provides that the District may impose special assessments on benefitted lands within the District; and

WHEREAS, it is in the best interests of the District to proceed with the imposition of the special assessments for operations and maintenance in the amount set forth in the Adopted Budget; and

WHEREAS, the District has previously levied an assessment for debt service, which the District desires to collect for Fiscal Year 2021/2022; and

WHEREAS, Chapter 197, Florida Statutes, provides a mechanism pursuant to which such special assessments may be placed on the tax roll and collected by the local tax collector (“Uniform Method”), and the District has previously authorized the use of the Uniform Method by, among other things, entering into agreements with the Property Appraiser and Tax Collector of the County for that purpose; and

WHEREAS, it is in the best interests of the District to adopt the Assessment Roll of the Heritage Landing Community Development District (“Assessment Roll”) attached to this Resolution as Exhibit “B” and incorporated as a material part of this Resolution by this reference, and to certify the Assessment Roll to the County Tax Collector pursuant to the Uniform Method; and

WHEREAS, it is in the best interests of the District to permit the District Manager to amend the Assessment Roll, certified to the County Tax Collector by this Resolution, as the Property Appraiser updates the property roll for the County, for such time as authorized by Florida law.

NOW, THEREFORE, BE IT RESOLVED BY THE BOARD OF SUPERVISORS OF THE HERITAGE LANDING COMMUNITY DEVELOPMENT DISTRICT:

SECTION 1. BENEFIT & ALLOCATION FINDINGS. The Board hereby finds and determines that the provision of the services, facilities, and operations as described in Exhibit “A” confers a special and peculiar benefit to the lands within the District, which benefit exceeds or equals the cost of the assessments. The allocation of the assessments to the specially benefitted lands, as shown in Exhibits “A” and “B,” is hereby found to be fair and reasonable.

SECTION 2. ASSESSMENT IMPOSITION. Pursuant to Chapters 190 and 197, Florida Statutes, and using the procedures authorized by Florida law for the levy and collection of special assessments, a special assessment for operation and maintenance is hereby imposed and levied on benefitted lands within the District, and in accordance with Exhibits “A” and “B.” The lien of the special assessments for operations and maintenance imposed and levied by this Resolution shall be effective upon passage of this Resolution. Moreover, pursuant to Section 197.3632(4), Florida Statutes, the lien amount shall serve as the “maximum rate” authorized by law for operation and maintenance assessments.

SECTION 3. COLLECTION. The collection of the operation and maintenance special assessments and previously levied debt service assessments shall be at the same time and in the same manner as County taxes in accordance with the Uniform Method, as indicated on Exhibits “A” and “B.” The decision to collect special assessments by any particular method – e.g., on the tax roll or by direct bill – does not mean that such method will be used to collect special assessments in future years, and the District reserves the right in its sole discretion to select collection methods in any given year, regardless of past practices.

SECTION 4. ASSESSMENT ROLL. The Assessment Roll, attached to this Resolution as Exhibit “B,” is hereby certified to the County Tax Collector and shall be collected by the County Tax Collector in the same manner and time as County taxes. The proceeds therefrom shall be paid to the District.

SECTION 5.    ASSESSMENT ROLL AMENDMENT. The District Manager shall keep apprised of all updates made to the County property roll by the Property Appraiser after the date of this Resolution, and shall amend the Assessment Roll in accordance with any such updates, for such time as authorized by Florida law, to the County property roll. After any amendment of the Assessment Roll, the District Manager shall file the updates in the District records.

SECTION 6. SEVERABILITY. The invalidity or unenforceability of any one or more provisions of this Resolution shall not affect the validity or enforceability of the remaining portions of this Resolution, or any part thereof.

SECTION 7. EFFECTIVE DATE. This Resolution shall take effect upon the passage and adoption of this Resolution by the Board.

PASSED AND ADOPTED THIS 12th DAY OF AUGUST 2021.

ATTEST:	HERITAGE LANDING COMMUNITY
DEVELOPMENT DISTRICT

Secretary / Assistant Secretary

By:		 Its: 		

Exhibit A:	Budget
Exhibit B:	Assessment Roll

Exhibit A
will be attached as Fiscal Year 2021-2022 Final Budget

Exhibit B
Assessment Roll

Assessment Roll is maintained in the District's official records
and is available upon request. Certain exempt information may be redacted prior to release in compliance with Chapter 119, FL Statutes.

Tab 11

RESOLUTION 2021-05

A RESOLUTION OF THE BOARD OF SUPERVISORS OF HERITAGE LANDING COMMUNITY DEVELOPMENT DISTRICT DESIGNATING DATES, TIME AND LOCATION FOR REGULAR MEETINGS OF THE BOARD OF SUPERVISORS OF THE DISTRICT, AND PROVIDING FOR AN EFFECTIVE DATE

WHEREAS, Heritage Landing Community Development District (hereinafter the “District”) is a local unit of special-purpose government created and existing pursuant to Chapter 190, Florida Statutes, being situated entirely within St. Johns County, Florida; and

WHEREAS, the District’s Board of Supervisors (hereinafter the “Board”) is statutorily authorized to exercise the powers granted to the District; and

WHEREAS, all meetings of the Board shall be open to the public and governed by the provisions of Chapter 286, Florida Statutes; and

WHEREAS, the Board is statutorily required to file annually, with the local governing authority and the Florida Department of Economic Opportunity, a schedule of its regular meetings.

NOW, THEREFORE, BE IT RESOLVED BY THE BOARD OF SUPERVISORS OF HERITAGE LANDING COMMUNITY DEVELOPMENT DISTRICT:

Section 1. Regular meetings of the Board of Supervisors of the District shall be held as provided on the schedule attached as Exhibit “A”.

Section 2. In accordance with Section 189.015(1), Florida Statutes, the District’s Secretary is hereby directed to file annually, with St. Johns County, a schedule of the District’s regular meetings.

Section 3. This Resolution shall become effective immediately upon its adoption.

PASSED AND ADOPTED THIS 12th DAY OF AUGUST, 2021.

HERITAGE LANDING COMMUNITY DEVELOPMENT DISTRICT

CHAIRMAN / VICE CHAIRMAN

ATTEST:

SECREATARY / ASSISTANT SECRETARY

EXHIBIT “A”

HERITAGE LANDING COMMUNITY DEVELOPMENT DISTRICT BOARD OF SUPERVISORS MEETING DATES
FOR FISCAL YEAR 2021/2022

October 14, 2021
*November 11, 2021
December 9, 2021
January 13, 2022
*February 10, 2022
March 10, 2022
April 14, 2022
*May 12, 2022
June 9, 2022
July 14, 2022
*August 11, 2022
September 8, 2022

All meetings will convene at 1:00 p.m.
(except for dates marked with * which will meet at 6:00 p.m.)
at Heritage Landing Amenity Center, 370 Heritage Landing Parkway,
St. Augustine, Florida 32092 (within Heritage Landing).

STAFF REPORTS
PART B

District Counsel

Amenity Center and Field Maintenance

Tab 12

Manager Report August 12th, 2021	Sarah Johnson, Amenity Manager

Suspension of Minor – Board Action Required
One 17-year-old is suspended until the next Board meeting, August 12th, 2021. The Board will need to determine if a longer suspension is warranted.

Third Party Vendors—
Infusion Fitness – Leigh Gough, has been sent over The District agreement contract and COI example. She should be turning this into Melissa. Ms. Gough has postponed her start date due to going out of town and being interested in looking into another date and time to hold her class (once summer is over). As of right now her original class date was scheduled to be held on Fridays from 6:30PM – 8:15PM.
Sports and Arts LLC Basketball Camp – Coach Frank cancelled the Sports and Arts LLC Basketball Camp due to a family emergency. He is wanting to hold another basketball camp around the holidays, once the students are out of school.
ISR (Infant Swimming Resource) — Danielle Simpson – Board Action Required
ISR (Infant Swimming Resources) is not a “swim lesson,” but rather water survival for infants and children at 6 months of age to 6 years of age.
Ms. Simpson is requesting lessons to be held Monday through Friday for a maximum of 10 minutes each day per student for roughly 4-6 weeks; 4-6 weeks is an estimated time most children are able to learn a skill set. She is wanting to start August 16th but could also start August 23rd – September 27th (six weeks), Monday - Friday, from 8:30AM – 9:00AM (4 students / 10 mins per student).
Ms. Simpson is requesting to use the pool on Monday mornings. (Board approval).
Residents only.
$110 per student per week.
For more information on ISR lesson, please feel free to check out Ms. Simpson’s website at www.isrwithdani.com or www.infantswim.com.
Ms. Simpson has been involved with the aquatic industry for 12 years and an ISR instructor for 6 full seasons. She is certified as an American Red Cross Instructor, focusing mainly on lifeguarding, CPR, First Aid and AED courses for the Professional Rescuer.
Ms. Simpson currently teaches at Palencia, St. Johns Golf & Country Club, Beacon Lake and private pools within Nocatee.

Vesta Programs - Upcoming
Below is Vesta’s previously approved programs that are planned to continue in 2022.
Destiny Dance – Starting back up August 17th
Mary Time Music – Starting back up August 20th
Yoga – Tuesdays
Swim Lessons
904 Tennis
Aqua Fitness

Amenity Athletics – Board Action Required
Fall Basketball - Amenity Athletics Fall Basketball League 3 V 3 Half Court
Amenity Athletics is wanting to accommodate Heritage Landing residents, to keep them from having to travel so far for all 6 games. Amenity Athletics would like to hold 2 games at each property (Bartram, Julington Creek Plantation, and Heritage Landing) (needs board approval).
6 weeks
Co-ed 8 to 10 years old and Co-ed 11-13 years old
Season Starts: September 2nd
Season Ends: October 7th
Times: 4:00pm – 7:30pm on Thursdays
Practices: On your own home courts.
Heritage had the most number of residents registered last season out of 13 communities with 29 out of 132 kids registered.
$95.00 per child.

2021-2022 Amenity Athletic Sports Approval – Board Action Required Please see the attached Amenity Athletics Schedule for 2021-2022.
In approving the attached schedule for 2021-2022, this will help with the overall planning at all communities. Once the seasons get closer, we will have more specifics.

Fall Soccer – Games will be every Saturday starting Saturday, September 25th – Saturday, November 13th from 8:30AM – 2:30PM. $105 per athlete.

Events – Fall & Christmas
Per the Board’s approved budget, I will be starting to plan for our Fall and Christmas event. I will need to start booking vendors and a Santa Claus.

Vesta Programs - Past
Summer Event — July 16th – 6PM – 8PM / 8:30PM - 10PM (Movie on the Lawn)
The Summer event was a success. We had a great turn out; I would estimate that we had around 250/275 residents come out. I had to stand in line for the bungee jump and rock wall because of the amount of people that were wanting to participate in those activities. We wanted to make sure that whoever was waiting in line got to experience the attraction.

Please contact me directly if you have any comments or questions. sarjohnson@vestapropertyservices.com

2021-2022 Amenity Athletics Season Schedule

Fall Soccer Season 2021:
Games played weekly at both Bartram Springs and Heritage Landing
Registration Begins: July 1, 2021
Registration Ends: August 15, 2021
Practice could begin as early as September 8, 2021
Season Games: September 25 - November 13, 2021
Picture Day:
Bartram Springs: October 9, 2021
Heritage Landing: October 11-14, Monday-Thursday, 2021.

FREE Soccer Workshop:
Bartram Springs: Saturday, September 4, 10:am-12:00pm Heritage Landing: Sunday, September 5, 1:00-3:00pm

Fall Basketball Season 2021:
Games played Thursday nights at either Bartram Springs, Julington Creek Plantation and Heritage Landing, TBD
Registration Begins: July 1, 2021
Registration Ends: August 7, 2021
Practice could begin as early as August 16, 2021
Season Games: September 2 – October 7, 2021
Picture Day: TBD

Flag Football Game Schedule: Bartram Springs Games:
January 22
February 5, 19
March 5
Heritage Landing Games:
January 29
February 12, 26

Winter Flag Football Season 2022:
Registration Begins: November 1, 2021
Registration Ends: December 15, 2021
Practice could begin as early as January 10, 2022
Season Games: January 22 – March 5, 2022
Picture Day:  Bartram Springs, TBD

Flag Football Workshop:
Bartram Springs: Saturday, December 4, 9:am-12:00pm

Spring Soccer Season 2022:
Games played weekly at both Bartram Springs and Heritage Landing
Registration Begins: January 1, 2022
Registration Ends: February 15, 2022
Practice could begin as early as March 1
Season Games: March 26- May 21, 2022.
No games Easter Weekend
Picture Day: TBD
FREE Soccer Workshop:
Bartram Springs: Saturday, March 19, 2022, 10:am-12:00pm Heritage Landing: Sunday, March 20, 2022, 1:00-3:00pm

Spring Basketball Season 2022:
Games played Thursday nights weekly at either Bartram Springs, Aberdeen and Heritage Landing TBD
Registration Begins: January 1
Registration Ends: February 5
Practice could begin as early as March 1, 2022
Season Games: March 24 – May 28, 2022
Picture Day: TBD

Summer Flag Football Season 2022:
Registration Begins: April 1, 2022
Registration Ends:  May 15, 2022
Practice could begin as early as June 1, 2022
Season Games: Bartram Springs ONLY, June 4- July 23, 2022
No games July 4 weekend
Picture Day: TBD

Heritage Landing Summer Soccer Workshop June 2022:

June 13- June 17, Monday – Friday, 9:00am – 12:00pm.

Fall Soccer Season 2022:
Games played weekly at both Bartram Springs and Heritage Landing
Registration Begins: July 1, 2022
Registration Ends: August 15, 2022
Practice could begin as early as September 5, 2022
Season Games: September 24 - November 12, 2022
Picture Day: TBD
FREE Soccer Workshop:
Bartram Springs: Saturday, September 3, 10:am-12:00pm Heritage Landing: Sunday, September 4, 1:00-3:00pm

Fall Basketball Season 2021:
Games played Thursday nights at either Bartram Springs, Julington Creek Plantation and Heritage Landing, TBD
Registration Begins: July 1, 2022
Registration Ends: August 8, 2022
Practice could begin as early as August 22, 2022
Season Games: September 3 – October 6, 2022
Picture Day: TBD

Flag Football Game Schedule: Bartram Springs Games:
January 21
February 4, 18
March 4
Heritage Landing Games:
January 28
February 11, 25

Winter Flag Football Season 2023:
Registration Begins: November 1, 2022
Registration Ends: December 15, 2022
Practice could begin as early as January 9, 2023
Season Games: January 21 – March 4, 2023
Picture Day: Bartram Springs, TBD

Flag Football Workshop:
Bartram Springs: Saturday, December 3, 2022, 9:am-12:00pm

*Dates subject to change due to weather.

Tab 13

Heritage Landing
Field Operations Manager Report

Date of report: 8/4/2021	Submitted by: Lourens Erasmus Field Operations and Maintenance Items:
Crown Pools and Wet engineering visited the site and started their design phase of the new filtration system.
The pressure switch on the fire sprinkler system went out and we had to shut the system down. Cintas is replacing the switch under warranty and has our system operating on a different compressor temporarily.
The front entrance tower was inspected, we await the report.
General maintenance around the facility continues.

Pressure washing:

We have started pressure washing some sidewalks and tennis courts. We are still in the process of cleaning more areas.

Tree trimming:
Me and Jeff trimmed some trees that were covering FPL lights on CDD property and the branches of the large oak at the front office.

PVC fence along FPL:
Fence panels were kicked out and we reinstalled the ones that were not busted.

Dumpster area cleaned:

We got an opportunity to clean the dumpster area.

Amenity Center water main:
We discovered a small wet spot next to the building, digging we found the whole area saturated. At first we thought it was irrigation but it turned out to be the fresh water main. It was repaired by a certified plumber.

General maintenance:
Replacing cracked pool skimmer grates, photocells, broken landscape lights and painted the metal post on the restroom stall dividers.

Spring riders:
We currently have 3 spring riders that are broken. I have reached out to Southern Rec for a proposal to repair or replace. They don’t have parts for these units and only offer replacement with different looking spring riders (See attached proposal). I also emailed playmore for a proposal for parts and installation; I have not heard anything yet.

Tab 14

New Camera Proposal Worksheet

Description	Price	
Installation Supplies	$	687.00	
Project Labor	$	5,809.00	
Additional Equipment	$	997.98	
		
Camera Locations		
Location 1	$	609.00	
Location 2	$	1,109.00	
Location 3	$	609.00	
Location 4	$	1,109.00	
Location 5	$	1,109.00	
Location 6	$	1,109.00	
Location 7	$	1,109.00	
Location 8	$	609.00	
Location 9	$	609.00	
  $	15,474.98  

Tab 15

Proposed Date	JULY 30, 2021	
Expiration Date	AUGUST 30, 2021	

Southern Recreation
Play for all ages

4060 Edison Avenue
Jacksonville, Florida 32254
Phone 904-387-4390 Fax 904-387-4391

SALESPERSON	SHIPPING METHOD	PAYMENT TERMS	
Terry	Installed	50% Deposit	
QTY	ITEM #	DESCRIPTION	UNIT PRICE	LINE TOTAL	
1ea.	TFR0510	Spring Alligator		1,580.00	
1ea.	TFS0032	Spring Stegosaurus		1,580.00	
1ea.	TFS0029	Spring Trout		1,580.00	
1ea.		Factory Mandated Cost Surcharge		570.35	
		Install cost includes removing existing concrete footers and new footers for each animal			

terry@southernrecreation.com www.southernrecreation.com

PROPOSED	Heritage Landing CDD	
TO	370 Heritage Landing Parkway	
	St. Augustine, FL	

Terms and Conditions and Required Signature on next page.

PROJECT NAME:
Heritage Landing Lourens Erasmus
lerasmus@vestapropertyservices.com 904-536-6217

BILL TO Same

Subtotal	5,310.35	
Tax Rate	.07	
Tax	Exempt	
Freight	750.00	
Installation	1,500.00	
Total Due	7,560.35	

Southern Recreation, Inc. Terms and Conditions
Payment A 50% deposit is required to begin project. The deposit is non-refundable. If equipment is refused when delivery is attempted you will be responsible for any resulting charges. A signed terms and condition and payment of the deposit indicate s that you are in full agreement with all terms and conditions of this proposal including the following: Prices are valid for 30 days. After 30 days, prices are subject to change without notice. Sales tax will be charged unless a copy of a valid Sales tax exemption certifica te is presented.

Balance of monies are due immediately upon completion and acceptance by the owner of the equipment and installation.
Installation, site work, drainage, equipment removal, building permits, engineered drawings, etc. as listed below are not inc luded unless specifically noted on the proposal.

Installation may include the following: Permitting if required for the State of Florida - State Certified Contractor CBC1252594 Site Preparation to include equipment removal, excavation, grading and drainage
Concrete work to include Curbing for containment and Sidewalks for accessibility Installation of your Playground by *NPSI and Factory Certified Installers
Safety Surfacing as propose- Engineered Wood Fiber, Poured-In- Place Rubber Surfacing, Loose Fill Rubber or Synthetic Turf
Complete site clean up and playground inspection upon completion
*National Playground Safety Institute Certified Playground Safety Inspectors

Southern Recreation Responsibilities Southern Recreation (SR) is responsible for the acceptance of all freight deliveries that includes the installation of the equipment. All equipment will ship to our warehouse for acceptance and inventory. Equipment will be transported to the installation site on fully insured SR trucks and trailers. SR is responsible to secure the site and equipment while the installation is in progress. All equipment to be installed per CPSC and ASTM guidelines for proper spacing and elevations. SR is responsible for trash removal as a result of the installation

Owners Responsibilities Provide access to the installation site. Provide area for storage and staging if needed. Security at the installation site both during and after work hours. To provide sufficient input for equipment locations so as to properly install per the owners intent-
Note: All equipment installation must meet CPSC and ASTM guidelines for proper spacing. SR WILL NOT INSTALL any equipment outside of these spacing guidelines

Optional Responsibilities If a building permit is required, it is the responsibility of the owner to provide SR will all necessary documentation as needed-this would include an acceptable site plan, warranty deed (if needed), owners notarized signatures on permit and Notice of Commencement and all other documentation as required by the local building department of j urisdiction in order to execute the permit. Charges for permitting will include an administrative fee and actual permit cost. Any other SR responsibi lities must be clearly outlined in the applicable proposal/contract

Access/Utilities Access will need to be provided to the installation area for heavy trucks and equipment. Access of equipment and personnel is the obligation of the customer to provide until the project is fully completed. We will take every precaution to avoid damage.

Rock/Foreign Object Clause Most installations require digging of holes and footing equipment in concrete below finished grade. Removal of existing ground covers such as asphalt, concrete, tan bark, sand, pea gravel, wood fiber, rubber matting, poured -in- place rubber surfacing, or any other material that interferes or delays the digging of holes, is the responsibility of others, unless otherwise noted. If excessive underground obstructions such as rock, coral, asphalt, concrete, pipes, drainage systems, root systems, w ater, or any other unknown obstructions are discovered, charges will be added to the original proposal.

Playground Surfacing All playground equipment is to be installed over safety surfacing per CPSC guidelines and ASTM standards. If the customer contracts for something contrary to the guidelines, they are accepting all responsibility for any liability and future litigation that may arise.

Signature of owner or owners rep indicates acceptance of the above terms and conditions
Authorized signature Terry Rogers	Terry Rogers, President Accepted by		Date   	
Billing Name and Address:	Billing Email:  	

Please sign and fill in the information where the project invoice will be billed to.

Southern Recreation, Inc.

4060 Edison Avenue, Jacksonville, Florida 32254

Tab 16

Home	An Produc ts > Fa cilities Main tenanc e	> Outd oor Furniture and Eq uip me ht  > Outdoor Park Grllls

OUTDOOR PARK GRILLS
Barbeque delicious brats, hot dogs or hamburgers.

Anti-theft grate with 4 ad justable heights delivers the perfect heat.
Grill rotatesto deflect wind. Rust resistan t.
Post for permanen t installation.
Hard ware includ ed .

Q. More Images

OUTDOOR PARK GRILLS

SHIPSUNASSEMBLED VIA MOTO R FREIGHT
' Lim it 1.

Products	Uline Products	Quick Order	Catalog Request	Special Offers	About Us	Careers

MODEL N O.	
DESCRIPTION	SIZE
LxWxH	GRILLING SURFACE	WT.
( LBS.)	PRICE EACH	ADDTO CART	
					I	3+		
H-4419*	Standard
Double	15 X 20 X JO"
30 X 20 X 10"	300 sq. in.
600 sq. in.	80
138	$239
459	$219
429	! l	II ADD I	
H-6580							Sub : H-4419	

!-Isip	Cbn1ac, U.	CO,QS,.	Sl\lpplngBoi<>S	f'lastlCBogs	CO!alQg R9Cl"GS<	unne ,ca I UllnsnllC	PrlVCCV t Term,	E!\00l<I ACC<>S tl<llry

Tab 17

 	6869 Phillips Pkwy Dr. South Jacksonville Fl 32256	 Fax: 904-807-9158	Phone: 904-997-0044
Service Report

Date: July 30, 2021	Biologists: Jim Charles	
	Bill Fuller	
Client: Heritage Landing CDD	
Waterways: Thirteen Ponds		
Comments: Mostly cloudy, 74 F and calm.

Note: This is the second report for July.

Pond 1: Pond was in very good condition. Pond level is normal. Treatment for spatterdock, alligator weed and torpedo grass on the 19th had very good results.

Pond 2: Pond was in fair condition due to perimeter torpedo grass. Pond level is normal. Fountains running. Treated for torpedo grass and pennywort by airboat.

Pond 3: Pond in good condition. Water level is normal.

Pond 4: Pond is in much improved condition as seen in the pictures below on the 30th. Water level is normal. Both fountains running normally.

Pond 5: Pond was in good condition. Pond level is normal. Treatment of perimeter for torpedo grass and spatterdock on the 21st had good results.

Pond 6: Pond was improving in condition. Water level is normal. Algae treatment on the 21st	had good results.

Pond 7: Pond was in improving condition. Pond level is normal. Treated pond for algae again on the 30th. Also picked up trash.

Pond 8: Pond was in good condition. Fountain not running at time of visit. Water level is normal.

Pond 9: Pond was in good condition. Water level is good.

Pond 10: Pond was in good condition. Water level is normal.

Pond 11: Pond was in good condition. Pond level is normal.

Pond 12: Pond was in fair to good condition. Pond level is normal. Turf grass too wet to access the pond this visit due to heavy rains recently. We will treat perimeter for torpedo grass next trip.

Pond 13: Pond was in improved condition. Pond level is normal. Algae treatment on the 21st had good results.

Jim Charles

District Manager

AUDIENCE COMMENTS AND SUPERVISORS REQEUST

ADJOURNMENT