University Park Recreation District
3501 Quadrangle Blvd., Suite 270, Orlando, FL 32817
Phone: 407-723-5900 Fax: 407-723-5901
http://universityparkrd.com/

The Workshop Meeting of the Board of Supervisors of University Park Recreation District will be held on Tuesday, September 2, 2025, at 2:00 PM and or immediately following the adjournment of the Continued Board of Supervisors’ Meeting at the Business Offices located at 8301 The Park Boulevard, University Park, FL 34201 and or virtually.
Meeting ID: 845 8893 8513	Passcode: 755354

Join meeting via Zoom:
https://us02web.zoom.us/j/84588938513?pwd=eUE4Q3BTNGVLNXBsOGViRXk1cWo2QT09

BOARD OF SUPERVISORS’ WORKSHOP MEETING AGENDA
Organizational Matters
Call to Order
Roll Call
Pledge of Allegiance
Public Comment Period [for any members of the public desiring to speak on any proposition before the Board]

Discussion
Follow-up Discussion of 2025-2026 General Manager Goals & Objectives

Date	Meeting Type	Time	Location	Note	
September 12, 2025	Board Meeting	1:00 PM	University Park	Business Offices	
September 30, 2025	Workshop Meeting	2:00 PM	University Park	Business Offices	

Supervisor Requests & Public Comments

Adjournment

University Park Recreation District

Follow-up Discussion of 2025-2026 General Manager Goals & Objectives

2025 Objectives and Targeted Goals

Financial Strategy & Implementation:	
1. Creation and Implementation of Business Plan and Budgets	Create and implement efficient business frameworks and systems that maximize organizational effectiveness.
Facilitate the timely and cost-efficient execution of the business plan.	8/31/2025	
2. Reduce Dining Costs and Increase Member Satisfaction in F&B	Form an F&B Advisory Group.
Reduce dining costs by $50,000 without reducing the quality of service.
Identify cost-saving areas and dates of achievements.	8/31/2025	
3.  Capital Improvement Plan (CIP)	Evaluation is based on the appropriate and cost-saving action steps, quality of deliverables, and overall timely execution of the CIP.	Ongoing	
4. Golf Course Irrigation System	Prepare a report that identifies the category and associated cost savings from the reduction in repair cost afforded by the new Golf Course Irrigation System.	8/31/2025	
5. Management & Financial Reports for Board Meetings	Evaluated by the thorough, accurate, and timely reports as requested by the two Boards, which identify any variances from the established
budgets and include business justifications.	Monthly	
6.  Staffing & Operational Cost Optimization	Monitor business volume and advise on changes and corrective action to adjust staff levels, operating costs, and other factors to meet business goals. Evaluated by the timely and corrective actions taken.	Ongoing	
Governance & Compliance:			
1.  Introduce two new Advisory Groups for UPRD	Introduce and implement Finance Advisory Group
Introduce and implement Strategic Planning Advisory Group
Identify and communicate the accomplishments of the advisory group to the BOS that impact the effectiveness of Club operations.	8/31/2025	
2. Increase your physical presence at Club Events	Engage with members, ensuring there is visibility to listen to members’ wants, needs, and areas for improvement.
Identify wants, needs, and improvements based on findings.	Ongoing	
3.  Identify an alternate software to dwellingLIVE	Assess alternative software and identify the improvement offered. Plus if able to identify resident occupation status in advance of
storms. Deliver a report of software options and costs.	8/31/2025	
4.  Daily Club Operations	Meet with department heads to discuss performance goals, operational and staff issues, and to provide guidance in improved operations and performance when necessary.	Ongoing	

5.  Club Communications and Marketing	Work with Communications Director in implementing a Communication strategy and Crisis Management when necessary.
Evaluated by the delivery of timely, accurate, and effective written communications.	Ongoing	
6. Member Events/Member Satisfaction	Work directly with the Member Experience and F&B Director to ensure the effective delivery of member-focused events and dining services.	Ongoing	
7.  Club Facilities and Maintenance	Work with the P&F Director to ensure the upkeep and necessary maintenance of all Club facilities.	Ongoing	
8.  Software Programs	Assess software needs and establish the necessary budget to support software systems and necessary vendor services.	Ongoing	
9.  Legal Compliance	Ensure compliance throughout PBM organization in achieving all satisfactory employment, federal, state, safety, workers’
compensation, environmental, and sanitation standards.	Ongoing	
10.  Contracts & Liability	Ensure all vendor and insurance contracts are executed with appropriate content that supports PBM’s business operations and minimizes liability.
Contracts are reviewed, signed, and executed in a timely manner, and policies and procedures are shared with the assigned administrator.	Ongoing	
11. UPCAI Compliance	Works directly with the Community Assoc. Mgr. to support the UPCAI Board to be in compliance with Florida Statues and the Declaration of the CCRs for the Community Association.	Ongoing	
Leadership:	
1. Improve leadership structure with the UPRD/BOS and the UPCAI BOD.	With the PBM Management Committee, work to influence and establish a leadership structure that facilitates improved
collaboration and working dynamics between the two Boards.	Ongoing	
2. Performance Appraisal plans for all Department Heads	Ensure the timely delivery of PA and periodic checks with directors/heads throughout the year.
Complete graded evaluations to establish pay increases for October 1, 2025.	8/31/2025	
3.  Employee Opinion Survey	Implement EOS in 2025 to assess and identify employee satisfaction areas needing improvement.
Based on the EOS action plans identify areas needing improvement.
Work with the directors and department heads in developing and
executing corrective action plans. Evaluation based on the identification and timely implementation of the action plans.	8/31/2025	

MBOs: John Fetsick		DRAFT	

GOAL

Member Satisfaction

Operations | COST CONTROL

Operations | REVENUE GENERATION

Employee Satisfaction

Expansion

Governance

K GOAL

Increase from X to Y

Total club profitability

TOTAL CLUB REVENUE VS. BUDGET

Increase Employee Satisfaction from X to Y

Timeline- budget

TBD

%	TOP PRIORITY PROJECTS/INITIATIVES
Implement an in-season and off-season member satisfaction survey
Engage & communicate with members by:
10	-	Attend all holiday and special events.
-	Hold monthly coffee/cocktails with the GM events. Summarize feedbacks with the BOS.
Develop 3-4 major initiatives per functional area(i.e., racquets, golf, F&B)
Develop operational budget that maximizes profitability

20

Launch 2-3 initiatives that reduce cost(i.e., manage linen expense in racquets area by creating an awareness program and dispensary solution to limit towel waste)
Focus on creative F&B offerings that are high margin
Eliminate waste

Evaluate and implement pricing opportunities for member and non-member golf experience
Create “retention” plan for summer memberships converting to full or racquets memberships

25

Drive continuous menu development that increases both member and non-member usage(i.e., variety, specials, seasonal options, healthy options, etc.)
Evaluate and implement updated pricing for special events(i.e., Bingo, Trivia, Brunches, etc.)

Implement an employee recognition program
Implement an employee incentive program to drive sales
Hold monthly departmental meetings- act on feedback
10	•	Provide quarterly training program for employees
Ensure that individual goals are developed and monitored for department heads and managers aligned with GM objectives
GM to facilitate quarterly employee townhall meetings
Play a pivotal role in development and execution of Capital Improvement Plan
5	•	Ensure frequent and timely communication to membership
Support BOS initiatives
Introduce a system that oversees governance of club policy, etc.
Integrate into BOS operations
Oversee the functional advisory committees(i.e., golf, racquets, dining and event, etc.). Ensure BOS is apprised of goals, issues, solutions and accomplishments
Ensure that Finance and Strategic Planning Committees are on point, communications with BOS and making progress

TBD

TBD

TBD

TBD

TBD

TBD

SUPPORTING METRICS

Rusty Piersons Comments Pertaining to Goals & Objectives Email 8/22/2025
Below is what I would like added to the 2026 objectives and targeted goals for our GM.
To ensure the long-term sustainability of UPCC we need to deliver an exceptional
member experience while maintaining a strong ﬁnancial commitment.
Create weekly (lunch time) scheduled member/GM visibility programs. 30 minutes the GM talking to various members.
Plan attending end of Golf/tennis/pickleball events, twice monthly.
Go to dining room at dinner hour (1 hour, 6-7) on Thurs., Fri twice monthly for conversation, visibility and greeting of members.
Once a week greet 3 unknown members, ask what 1 item they would like to see improved at the club for them. Report to board monthly all 12 responses for the month, including recognition of the member.
Implement service standards and continued staff training programs for high quality member experiences and consistency. Deliver quarterly board reports outlining programs by dept., implemented in the quarter and examples of success.

Annual Budget commitment, reviewed Quarterly with board. Revenue and Proﬁt commitment by GM, for the upcoming year. Keep revenue and proﬁt within 2% (board determine) of annual budget. If there is a shortfall, GM delivers plan to board with adjustment suggestions and deliver new ideas to assure club and GM delivers on the budget committed to by the GM.

Now that we have re-engaged on Committees/advisory groups. Deliver a written recurring process that will be approved and instituted by the board/club for all future groups. Assuring this program will be systematic and continuous for all future boards and club management.

I have more. But think this is plenty for now! Rusty

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Scott Huebner Comments Pertaining to Goals & Objectives Emails 8/22/25 & 8/25/22

Hi Vivian,
FYI- I have not received Steve's KPI examples.

Per the August 22 deadline, here are my comments by line.

Financial Strategy & Implementation.
use numbers and show variances.
reduce dining cost/losses, use actual numbers show as a % of revenue.
5) provide ﬁnancial information at least 7 days before the BoS meeting.

Governance & Compliance
4) Both the AGs and the Bos review performance goals for department heads.
In the member survey, ask about hours of service and menu changes.
Have both the AGs and the BoS review the check list for upkeep and necessary maintenance of club facilities.

Leadership
I don't believe it is PBM's job to improve collaboration between the RD and HOA.
Have AG's and BoS to review objectives.
In the employee survey, which department was unhappy? Key Points?

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I agree with adding numbers to have quantitative results.

-Member Satisfaction; based on annual survey, participation at key events, member usage
-Membership Growth; Based on actual numbers (number of members by department &
ﬁnancials by department)
-Outside Play; number of rounds and revenue vs budget and vs prior year, outside restaurant/bar $
-Financial Strength; Financial reports, target numbers per BoS
-Employee Satisfaction; based on Employee Survey vs, prior year. Otherwise, I will look forward to reviewing the other Supervisors input. Kindest regards,
Scott

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