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

The Meeting of the Board of Supervisors of the University Park Recreation District will be held on Friday, October 17, 2025, at 1:00 PM 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’ MEETING AGENDA

Organizational Matters
Call to Order
Roll Call to Confirm Quorum
Public Comment Period [for any members of the public desiring to speak on any proposition before the Board]
Administrative Matters
Consideration of Minutes of the:
September 2, 2025, Board of Supervisors’ Continued Meeting
September 2, 2025, Board of Supervisors’ Workshop Meeting
September 12, 2025, Board of Supervisors’ Meeting
September 17, 2025, Board of Supervisors’ Special Meeting

Staff Report Matters
District Counsel
District Manager
Review of General Procedures for the 2026 Elections
Club Management
Management Discussion & Analysis Report
Business Matters
Update on the Capital Improvement Plan
Presentation of Preliminary Concept of Kitchen and Fitness Center
Review of the McMahon Group Strategic Planning Proposal
Consideration of Resolution 2026-01, Adopting the District’s Fiscal Year 2025-2026 Goals, Objectives, and Performance Measures and Standards
Update on Auditor Selection Committee

District Financial Matters
Ratification of Payment Authorization Nos. 147 – 148

Date	Meeting Type	Time	Location	
October 20, 2025	Strategic Planning Committee Special Meeting	3:00PM	University Park Business Offices	
October 22, 2025	Finance Committee Rescheduled Meeting	3:00PM	University Park Business Offices	
November 4, 2025	Board Workshop Meeting	2:00PM	University Park Business Offices	
November 6, 2025	Auditor Selection Committee Meeting	1:00PM	University Park Business Offices	
November 12, 2025	Strategic Planning Committee Meeting	3:00PM	University Park Business Offices	
November 14, 2025	Board of Supervisors’ Meeting	1:00 PM	University Park Business Offices	
November 19, 2025	Finance Committee Meeting	3:00PM	University Park Business Offices	

Supervisor Requests & Public Comments
Adjournment

University Park Recreation District

Consideration of Minutes of the:
September 2, 2025, Board of Supervisors’ Continued Meeting
September 2, 2025, Board of Supervisors’ Workshop Meeting
September 12, 2025, Board of Supervisors’ Meeting
September 17, 2025, Board of Supervisors’ Special Meeting

MINUTES OF MEETING
UNIVERSITY PARK RECREATION DISTRICT BOARD OF SUPERVISORS’ CONTINUED MEETING
Tuesday, September 2, 2025
2:00 p.m.
Business Offices
8301 The Park Boulevard, University Park, FL 34201
Board Members present in person or via phone: Sally Dickson	Chairperson
Rusty Piersons	2nd Vice Chairperson
David Murphy	Treasurer
Scott Huebner	Assistant Secretary Also, Present in person or via phone:
Vivian Carvalho	District Manager - PFM Group Consulting LLC
Blake Firth	 ADM - PFM Group Consulting LLC	(via phone) John Fetsick	General Manager - Country Club
Curtis Nickerson Director of Properties & Facilities– Country Club Mark Barnebey	District Counsel - Blalock Walters
Various Audience Members in-person and via Zoom

FIRST ORDER OF BUSINESS	Organizational Matters

Call to Order, Roll Call, and Pledge of Allegiance

The continued meeting was reconvened at 2:01 p.m. by Ms. Dickson. Those in attendance are outlined above.

The Pledge of Allegiance was recited.

Public Comments

Mr. Underwood, a resident, commended the Board for having a joint meeting with the UPRD and UCPCAI. Ms. Dickson noted this will continue in the future.

Mr. Tobin, a resident, thanked the Board for their work and commented on the Series 2024 Note Resolution and subsequent assessments.

Mr. Matt commented on the assessments and funding of projects. He also commented on the

withdrawal of the appeal.

Another resident had a comment regarding Mr. Matt’s comments. There were no further public comments.

SECOND ORDER OF BUSINESS	Staff Report Matters

District Counsel – Mr. Barnebey noted the Board has the ability to do the assessments and all Charter requirements have been met. He also noted that he is going to request the attorney/client session to discuss the litigation, which will be a shade meeting.
There was brief discussion regarding scheduling the session and those that need to be in attendance.

The Board agreed on September 16 or 17 in the afternoon.
Ms. Carvalho will confirm with Mr. Heitzner and proceed with the legal advertisement based on responses to Board Member availability.

District Manager – No report.

Club Management – Management Discussion & Analysis Report
Mr. Fetsick gave an overview of the report and an update on the current projects. He noted the dining room is closed this week as the café roof is being painted, the kitchen and dining room are being deep cleaned, and the admin offices are having a small remodel. Food trucks will be available 12 - 4pm, along with the Varsity Club.

THIRD ORDER OF BUSINESS	Business Matters

Series 2024 Note / Consideration of Assessment
Consideration of Resolution	2025-21, Rescinding Resolution 2025-16 and Reinstating, Ratifying and Reaffirming Resolution  2024-25  as
Adopted on June 27, 2024; and Providing for an Effective Date

Ms. Dickson gave an overview of the previous discussion during the August 12, 2025, meeting. She noted the two options were to extend the Note with Regions Bank for one year or to have the assessment at the end of the year. She also gave an overview of the resolution.

The Board discussed their opinions on the resolution.

Ms. Dickson noted she was in favor of the extension and not assessments.

Mr. Piersons also noted he was in favor with the extension and not assessments. He noted there should be a meeting with the residents and members regarding the Note, bond, and assessments.

There was brief discussion regarding the previous vote for the resolution.

Mr. Murphy noted he previously was in favor of the extension but is now in favor of the assessments. He gave an overview of his reasoning, and noted it is based on the timing. He also gave an overview of the early payment discount on the Note compared to directly assessing residents.
It was noted it would be $4 million dollars to pay off the Note.

Mr. Huebner noted he was in favor of the extension and gave an oral statement to the Board. He also submitted 10 points for an alternative path forward for the record.
There was discussion regarding the financials as related to the bond and assessments.

ON MOTION by Mr. Murphy, second by Mr. Piersons, with Mr. Murphy in favor, and all others opposed, the Board of Supervisors for the University Park Recreation District did not approve the Series 2024 Note Assessment, Resolution 2025-01, Rescinding Resolution 2025-16 and Reinstating, Ratifying, and Reaffirming Resolution 2024-25 as Adopted on June 27, 2024, and Providing for an Effective Date. Motion did not pass.

Mr. Fetsick gave an overview of the reserves and noted they will need to be replenished in some way. Currently, the only items replenishing the reserves are initiation fees, capital dues, and 10% of outside golf, which are not enough to complete capital projects.

There was brief discussion regarding revenues and the reserves.

Mr. Piersons recommended having the Finance Committee look at the future of the reserves.

Public Hearing on the Adoption of the District’s Annual Budget & Country Club Budget
Public Comments and Testimony
Board Comments
Consideration of Resolution	2025-17, Adopting the Fiscal Year

2025/2026 District’s Annual Budget and Appropriating Funds
General Fund Budget
Debt Service Budget
Consideration of Resolution	2025-18, Adopting the Fiscal Year 2025/2026 Country Club Budget and Appropriating Funds
Enterprise	Fund Budge

ON MOTION by Mr. Piersons, second by Mr. Murphy, with all in favor, the Board of Supervisors for the University Park Recreation District opened the Public Hearing on the Adoption of the District’s Annual Budget and Country Club Budget.

Ms. Carvalho reviewed the budget exhibits and noted the budget currently includes the Capital Irrigation Project, which will be removed.

Mr. Case, a resident, made a comment regarding the budget for the Capital Irrigation Project assessments.
Mr. Matt recommended having an organizational chart related to the budget.

Mr. Huebner commented on the continued capitalization of interest related to the bond.

There was discussion regarding the district paying the interest instead of assessing it to the homeowner.
Mr. Murphy gave an overview of the timeline regarding the assessments and recommended leaving the interest in the bank and letting it capitalize for emergency purposes.
Mr. Huebner questioned if the decision could be made at a later date to pay the interest out of operating income.
There was continued discussion regarding this. Ms. Carvalho will follow up to see if this could be a future option.

Mr. Fetsick gave an overview of the Enterprise Fund Budget for the Country Club. He reviewed the changes and increases.

The Board discussed the FY 2026 Proposed General Fund Budget, the revenues, and the expenses from the Country Club, including the restaurant. It was noted the Board should look at a breakdown in revenues and expenses for each section of the Club, including the restaurant, fitness, tennis, etc.
Mr. Murphy recommended having the Finance Committee take on that project.

ON MOTION by Mr. Murphy, second by Mr. Piersons, with all in favor, the Board of Supervisors for the University Park Recreation District closed the Public Hearing on the Adoption of the District’s Annual Budget and Country Club Budget.

Ms. Carvalho reviewed the budget and noted the General Fund budget will be $300,000.00 and the Debt Service Budget will be $1,601,193.75.

ON MOTION by Mr. Murphy, second by Mr. Piersons, with all in favor, the Board of Supervisors for the University Park Recreation District approved Resolution 2025-17, Adopting the Fiscal Year 2025/2026 District’s Annual Budget and Appropriating Funds, as amended.

Ms. Carvalho noted the Enterprise Fund Budget will be $13,850,896.00.

There was brief discussion regarding the distinction between the different budgets.

Mr. Murphy noted the municipal bond interest rates are the lowest, which also saves money for the District.

ON MOTION by Mr. Murphy, second by Mr. Piersons, with all in favor, the Board of Supervisors for the University Park Recreation District approved Resolution 2025-18, Adopting the Fiscal Year 2025/2026 Country Club Budget and Appropriating Funds, as amended.

Supervisor	Requests	&	Public Comments

The upcoming workshops and meetings were noted.

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	

Mr. Tobin, a resident, had a comment about Mr. Matt and questioned his objective. He recommended Mr. Matt to withdraw the appeal.

Mr. Underwood, a resident, noted he does not agree with delaying the Note and noted the debt will have to be repaid, regardless of the bond.

Mr. Case, a resident, had a question regarding food and beverage revenue loss and having a minimum that must be met by each guest.

Mr. Fetsick noted that although he has recommended removing this requirement in the past, if it were removed, the dues would increase. He gave an overview of revenue minimum requirements.

There was brief discussion regarding the food minimum requirements.

Mr. Matt commented on Mr. Tobin’s comments and noted what he feels the Board is required to do, including being fiduciary responsible, respecting the residents, and holding to the core values of the Charter.

Ms. Loundy, a resident, commented regarding the ruling from the Supreme Court.

Mr. Barneby noted the matter has been expedited, but there is no way to know when the ruling will take place.

There were no further Supervisor requests or public comments.

FOURTH ORDER OF BUSINESS	Adjournment

There was no further business to discuss.

ON MOTION by Mr. Murphy, second by Mr. Piersons, with all in favor, the September 2, 2025, Continued Board of Supervisors Meeting for the University Park Recreation District was adjourned at 3:33 p.m.

Secretary / Assistant Secretary	Chairperson / Vice Chairperson

MINUTES OF MEETING

UNIVERSITY PARK RECREATION DISTRICT BOARD OF SUPERVISORS’ WORKSHOP MEETING
Tuesday, September 2, 2025
2:00 p.m.
Business Offices
8301 The Park Boulevard, University Park, FL 34201
Board Members present in person or via phone: Sally Dickson	Chairperson
Rusty Piersons	2nd Vice Chairperson
David Murphy	Treasurer
Scott Huebner	Assistant Secretary Also, Present in person or via phone:
Vivian Carvalho	District Manager - PFM Group Consulting LLC
Blake Firth	ADM - PFM Group Consulting LLC	(via phone) John Fetsick	General Manager - Country Club
Curtis Nickerson	Director of Properties & Facilities– Country Club Mark Barnebey	District Counsel - Blalock Walters
Various Audience Members in-person and via Zoom
FIRST ORDER OF BUSINESS	Organizational Matters Call to Order and Roll Call

The meeting was called to order at 3:35 p.m. Those in attendance are outlined above.

Public Comments

There were no public comments at this time.

SECOND ORDER OF BUSINESS	Discussion Matters

Follow-up Discussion of 2025- 2026 General Manager Goals & Objectives
Ms. Dickson gave an overview and noted the Board has given input on the goals and objectives for the General Manager (GM). She noted there will also be Key Performance Indicators attached to these goals.

The Board reviewed the input.

It was noted Mr. Piersons’ recommendations included creating various ways to increase GM visibility and interaction with the members and implementing service standards with continued staff training programs for high quality member experiences. This would include having a quarterly report that outlines those programs by department. He also recommended having an annual budget commitment that is reviewed quarterly by the Board and having a written recurring process for the committees/advisory groups.

The Board agreed a goal should be added to increase GM visibility with new and current members both during and outside of business hours.
There was brief discussion regarding holding the training programs and the timing of those programs.
The Board agreed an added goal should be for an annual budget commitment being reviewed quarterly by the Board and with the revenue and profit percentage being determined by a variance.

There was brief discussion regarding the revenue and profit percentage.

The Board agreed that an added goal should be for the General Manager to have a written recurring process for the committees/advisory groups, as the advisory groups report to Mr. Fetsick.
It was noted Mr. Huebner’s recommendations included financial strategy and implementation, governance and compliance, and leadership. It was noted that the financial information should be provided to the Board of Supervisors at least seven days prior to a meeting.

Mr. Fetsick noted the Finance Committee may be taking on that project. He also noted the monthly presentation will be one month in arrears.

The Board discussed having the Board of Supervisors review the performance goals for department heads. It was noted this should be Mr. Fetsick’s responsibility with input from the Board.

Ms. Dickson noted this should not include the advisory groups and PBM should not be micromanaged. Any issues with department heads should be communicated solely with Mr. Fetsick.
It was noted that the member survey should ask about hours of service and menu changes. There should also be a checklist for upkeep and necessary maintenance of club facilities that is reviewed by the Board.

Mr. Fetsick noted he gets issues and ideas communicated from members every day.

Ms. Dickson recommended having these issues or ideas compiled and given to the specific advisory group. She also noted it is not the role of the advisory groups to manage finances.
Mr. Piersons recommended having a suggestion box for members.

The Board discussed the Leadership goal as recommended by Mr. Huebner. It was noted that it is up the RD and the HOA to improve collaboration, not PBM.
The Board discussed the employee survey and obtaining staff opinions.

Mr. Fetsick noted he can provide an Executive Summary but would not recommend providing exact details in order to maintain privacy & confidentiality for employees.
Mr. Barnebey gave an overview of the possible legal ramifications of asking staff for their opinion on happenings within the Country Club.
Mr. Murphy agreed to have the Key Performance Indicators and to create benchmarks. He noted that employee satisfaction is a key metric, and this can help inform the Board moving forward.

Ms. Dickson noted the Mission, Vision, and Core Values talk about the key metrics which would be the Key Performance Indicators. This process formalizes them. She reviewed her recommendations.

There was brief discussion regarding the template provided by Mr. Heitzner.

Mr. Murphy noted it was much more manageable and noted there are six major points that all the other recommendations can go under.
Ms. Dickson noted the recommendations can be summarized to create the final goals and objectives for the General Manager, within the categories provided by Mr. Heitzner.
Ms. Carvalho confirmed the changes and will re-circulate a revised GM Goals & Objectives for the Board’s review.
The Board discussed the deadline for the final document. It was noted the performance evaluations are due by the end of September.

Supervisor Requests and Public Comments
The upcoming workshops and meetings were noted.

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	
Mr. Huebner reviewed the Master Plan that was adopted in 2021. He noted this plan gave additional space and noted there is a disconnect with the current plan.

The Board discussed the plan as it was created by Kimley-Horn and the different variations that would focus on the golf operations.

Ms. Dickson noted the plan provided everything that could be done, not everything that will be done. Focus groups were held to have a consensus of what the community wanted.

Mr. Huebner also commented regarding the additional PBM staff that have been hired and the agreement to transfer the building.
Ms. Dickson noted the PBM positions were warranted and approved.

There was discussion regarding the overhead cost due to the additional staff and the Mutual Cooperation Agreement that allowed for PBM offices and accommodation of staff.
Ms. Dickson gave a historical overview of the agreement and reasoning behind transferring the building.
Ms. Dickson recommended bringing any questions regarding PBM to Mr. Fetsick. Mr. Murphy and Mr. Barnebey gave historical overviews.
There were no further Supervisor requests or public comments.

THIRD ORDER OF BUSINESS	Adjournment

The University Park Recreation District Board of Supervisors Workshop meeting was adjourned by Ms. Dickson at 4:50 p.m.

Secretary / Assistant Secretary	Chairperson / Vice Chairperson

MINUTES OF MEETING
UNIVERSITY PARK RECREATION DISTRICT BOARD OF SUPERVISORS’ MEETING
Friday, September 12, 2025
1:00 p.m.
Business Offices
8301 The Park Boulevard, University Park, FL 34201
Board Members present in person or via phone: Sally Dickson	Chairperson
Steve Heitzner	Vice Chairperson
Rusty Piersons	2nd Vice Chairperson
Scott Huebner	Assistant Secretary Also, Present in person or via phone:
Vivian Carvalho	District Manager - PFM Group Consulting LLC	
Kwame Jackson phone)
Michael Dennis	ADM - PFM Group Consulting LLC
PFM Financial Advisors	(via
(via	
phone)
Niyala Harrison	Bond Counsel – Greenberg Traurig, P.A.	(via	
phone)
John Fetsick	General Manager - Country Club		
Mark Barnebey	District Counsel - Blalock Walters		
Various Audience Members in-person and via Zoom

FIRST ORDER OF BUSINESS	Organizational Matters

Call to Order, Roll Call, and Pledge of Allegiance

The Board of Supervisors’ meeting was called to order at 1:00 p.m. by Ms. Dickson. Those in attendance are outlined above.
The Pledge of Allegiance was recited.

Public Comments

There were no public comments at this time.

SECOND ORDER OF BUSINESS	Administrative Matters Consideration of Minutes of the:

July 22, 2025, Board of Supervisors’ Meeting
July 29, 2025, Board of Supervisors’ Workshop Meeting
August 12, 2025, Board of Supervisors’ Meeting

The Board reviewed the minutes.

ON MOTION by Mr. Piersons, second by Mr. Heitzner, with all in favor, the Board of Supervisors for the University Park Recreation District approved the Minutes of the July 22, 2025, Board of Supervisors’ Meeting, the July 29, 2025, Board of Supervisors’ Workshop Meeting, and the August 12, 2025, Board of Supervisors’ Meeting.

THIRD ORDER OF BUSEINSS	Staff Report Matters

District Counsel – Mr. Barnebey noted there has been no update regarding the Supreme Court ruling pertaining to the Bond Validation and reminded the Board that there is a shade meeting scheduled for September 17, 2025.
Mr. Barnebey reviewed the shade meeting process.

District Manager – Ms. Carvalho noted that as public records requests come in, the Board is notified. Currently, there are two open public records requests.
Club Management – Management Discussion & Analysis Report

Mr. Fetsick gave an overview of the report and an update on the current projects. He noted all four of the advisory groups have held their inaugural meetings. The member amenity survey will be the first priority for each group.

There was brief discussion regarding the roles and responsibilities process for the advisory groups. It was noted this finalized process is part of the goals and objectives for next year. The Board will receive minutes from the advisory group meetings.
Mr. Piersons recommended having the Chair of each committee attend a Board meeting to present updates and achievements.

Mr. Fetsick noted that the Finance and Strategic Planning Committees will have their first meetings on September 18th and 29th, respectively. He will be providing a binder of information to the committees and to the Board.

Mr. Barnebey will attend the initial meetings to review the Florida Sunshine Laws and other pertinent information.

There was brief discussion regarding the items that the Finance and Strategic Planning Committees will work on.
Mr. Fetsick also gave an update on staffing and golf operations. It was noted a part-time Pickleball Pro, John Travnik, has been hired. He reviewed the wages for the Pickleball Pros. There was brief discussion regarding court availability. It was noted there is a waitlist for membership. It was also noted that the search for a Golf Professional continues. There was brief discussion regarding the candidates for that position.

Mr. Fetsick gave an update on the Food and Beverage Operations Management. Employee Bingo Night is scheduled for September 16th, and Operations will close at 4:00 p.m. that day. He also gave an update on the back-9 golf course project and upcoming member events. It was noted the back-9 is scheduled to reopen in early October.

Mr. Huebner noted there is a depression around the ninth hole that needs review. John will discuss this area with Curtis for resolution.
Mr. Fetsick gave a membership update. He noted summer members are usually offered full memberships, but currently, there is a waitlist.

There was discussion regarding the waitlist and summer membership. It was noted there are 75 summer memberships.
Mr. Fetsick will follow up with the summer members to figure out who is interested in full membership. Currently, membership is capped at 450 members. In order to increase that number, rules will have to be adjusted. It was noted that 29 members were lost last year.

There was also brief discussion regarding downgrades in membership.

Mr. Fetsick noted downgrades in membership are not allowed mid-year, unless a member is selling their home.
Mr. Fetsick reviewed the Statement of Operations and the Statement of Cash Flows. It was noted that he will do an analysis regarding closure due to weather and the effect on revenue.
Ms. Dickson requested a cost analysis on Bingo and Trivia Nights. It was noted there may be an increase in fees for these events.
There was brief discussion regarding looking at various events related to revenue.

FOURTH ORDER OF BUSINESS	Business Matters

Appointment	of	an	Auditor Selection Committee
Mr. Fetsick noted the Finance Committee will be assisting with the auditor selection. There will be an RFP process. He recommended having one member of the Finance Committee work with Mr. Fay and himself for the auditor selection process.

ON MOTION by Mr. Piersons, second by Mr. Heitzner, with all in favor, the Board of Supervisors for the University Park Recreation District approved the Appointment of an Auditor Selection Committee, and authorized Mr. Fetsick to appoint the Finance Committee Member to the Auditor Selection Committee.

There was brief discussion regarding the process of member selection.

Review of FY 2025/2026 General Manager Goals & Objectives Final Document

The Board reviewed the Manager Goals and Objectives Document. This included reviews of Operations and Revenue Generation, Operations Cost Control, Member Satisfaction, and Employee Action.

Mr. Heitzner gave his recommendations regarding the Goals and Objectives Document. He noted some items should be based on metrics and others are task related. He also noted there should be a goal related to employee satisfaction.

There was discussion related to employee satisfaction measurement and creating the needed metrics within the document. This included the goal related to event scheduling.

Mr. Fetsick will create the schedule of special events for the Board.

The Board continued to review the Goals and Objectives document and metric implementation.

There was brief discussion regarding the communication plan for the community under the Goals and Objectives.

It was recommended to have a special event for the real estate community.

There was continued discussion regarding the Goals and Objectives Document and finalizing changes. This included review of Expansion, Governance, and UPRD/UPCAI Joint Projects. It was noted there will be separate objectives for the Strategic Planning Committee, which will be handled by the Committee Liaisons, not Mr. Fetsick.

There was brief discussion regarding working with other clubs to create industry communication and implementing a Professional Development task objective. The Board agreed to place this item under the Expansion goal.

Mr. Fetsick will provide updates as requested and send them to Ms. Carvalho this week, and Ms. Carvalho will send to the Board for final review.

It was noted the Goals and Objectives Document will become part of the PBM General Manager’s 2025-2026 Performance Plan.

Mr. Barnebey recommended ratification at the next Board meeting.

Review, Consideration and Ratification of Items Related to Series 2024 Note Extension and Pre-Closing Documents

a.	Ratification	of	Regions
Capital	Advantage,	Inc. Term Sheet	
b.	Consideration	of	
	Resolution	2025-20,	
	Series	2024	Note	
	Extension			
c.	Consideration	of	
	Amended	and  Restated	
	Note		

The Board reviewed the documents relating to the Series 2024 Note extension and pre-closing documents.
Mr. Dennis gave an overview. He noted the pre-closing would take place after the meeting, with the closing happening on Monday, September 15. 2025. It was confirmed the note cannot be split up.

Ms. Harrison noted the loan cannot be serviced by multiple lenders and will remain at Regions Bank.
Mr. Barnebey reviewed the resolutions related to the Series 2024 Note and noted if the bond issuance does not take place, there is the ability to assess.

ON MOTION by Mr. Piersons, second by Mr. Heitzner, with all in favor, the Board of Supervisors for the University Park Recreation District ratified the Regions Capital Advantage, Inc. Term Sheet to extend the Series 2024 Note.

Mr. Barnebey gave an overview of the resolution and the exhibit.

ON MOTION by Mr. Piersons, second by Mr. Heitzner, with all in favor, the Board of Supervisors for the University Park Recreation District approved Resolution 2025-20, Series 2024 Note Extension.

FIFTH ORDER OF BUSINESS	Ratification	of	Payment Authorization Nos. 145 – 146
Mr. Fetsick gave an overview of the payment authorizations. He noted the largest invoice is from Kimley-Horn for the rezoning ordinance. There were also invoices for website maintenance, public notice advertisements, Blalock Walters related to bond validation, and the PFM District Management fee.

Mr. Huebner requested more details related to the District Counsel invoices.

There was brief discussion regarding handling outside communication with District Counsel.

Mr. Barnebey noted he receives many emails and phone calls regarding the District and responds as needed or as directed by the Chair. He provided clarification related to the payment authorizations.
Ms. Dickson recommended following up with District Counsel if there are any questions.

ON MOTION by Mr. Heitzner, second by Mr. Piersons, with Mr. Huebner opposed, and all others in favor, the Board of Supervisors for the University Park Recreation District ratified Payment Authorization Nos. 145-146.

Supervisor	Requests	&	Public Comments

The upcoming workshops and meetings were noted.

Date	Meeting Type	Time	Location	Note	
September 17, 2025	Special Meeting & Attorney / Client Session Meeting	2:00PM	University Park	Business Offices	
September 30, 2025	Workshop Meeting	2:00 PM	University Park	Business Offices	

Mr. Piersons asked for clarification on getting updates for the kitchen and fitness area renovations. It was noted Mr. Heitzner will provide those updates on a monthly basis at the Board meetings.

Mr. Heitzner gave an update and reviewed those who are on the Kitchen Volunteer Group. One meeting was held with the architects, but there were a few members unable to attend. The next Kitchen Volunteer Group meeting will be held on September 17, 2025. The Fitness Center Volunteer Group is being finalized and will have their first meeting on September 17, 2025.

There was a brief discussion regarding the members of the Volunteer Groups.

Mr. Huebner commented on the Board communicating with residents via letters of opinion. Mr. Barnebey did not recommend communicating in this manner.
There was discussion regarding Mr. Murphy’s letter to the community. It was noted that Mr. Murphy’s letter was not based on opinion. The letter was based on a resolution that the Board was going to be voting upon and to provide clarification.

Mr. Charlesworth, a resident, commented regarding the goals and objectives, and noted they should protect the reputation of the club and community. He recommended having more joint goals with the UPCAI and working with realtors to increase the reputation of the community. He also recommended shortening the goals and objectives to make them more reasonable.

Ms. Dickson noted there are only seven goals, but within the goals there is a breakdown of objectives and tasks. They are tiered in percentages by priority level.

Mr. Fetsick noted he receives phone calls from realtors every week regarding the community.

Mr. Matt noted the district is a governmental entity with a core value statement that needs to be complied with. He stated there has been a lack of compliance over the last two years with these values. He also commented regarding censoring resident ideas and the cost of District Counsel.

Mr. Charlesworth noted that every ethical complaint against the Board has been rejected. There were no further Supervisor requests or public comments.

SIXTH ORDER OF BUSINESS	Adjournment

There was no further business to discuss.

ON MOTION by Mr. Heitzner, second by Mr. Huebner, with all in favor, the September 12, 2025, Board of Supervisors Meeting for the University Park Recreation District was adjourned at 3:03 p.m.

Secretary / Assistant Secretary	Chairperson / Vice Chairperson

MINUTES OF MEETING
UNIVERSITY PARK RECREATION DISTRICT SPECIAL BOARD OF SUPERVISORS’ & ATTORNEY CLIENT SESSION MEETING
Wednesday, September 17, 2025
2:00 p.m.
Business Offices
8301 The Park Boulevard, University Park, FL 34201
Board Members present in person or via phone: Sally Dickson	Chairperson
Steve Heitzner	Vice Chairperson
Rusty Piersons	2nd Vice Chairperson
David Murphy	Treasurer
Scott Huebner	Assistant Secretary Also, Present in person or via phone:
Vivian Carvalho	District Manager - PFM Group Consulting LLC Mark Barnebey	District Counsel - Blalock Walters
Fred Moore	District Counsel - Blalock Walters
FIRST ORDER OF BUSINESS	Organizational Matters Call to Order, Roll Call
The Board of Supervisors’ meeting was called to order at 2:00 p.m. by Ms. Dickson. Those in attendance are outlined above.

SECOND ORDER OF BUSINESS	General Business Matters

Attorney-Client Session Meeting Discussion on Appeal Process/ Litigation
This meeting is being held today, September 17, 2025, at 2:00 p.m., under the Attorney/Client Session provisions available under Florida’s Sunshine Law, Section 286.011(8), Florida Statutes. It will last approximately one (1) hour at the request of the District’s Counsel. This meeting is being held at the Business Offices located at 8301 The Park Blvd, University Park, FL 34201. This meeting shall commence at this open meeting and then will move into an Attorney/Client Session limited in attendance to the University Park Recreation District’s Counsel Mark Barnebey and Fred Moore, who will meet in private with the District Board of Supervisors (Sally Dickson, Steve Heitzner, David Murphy, Russell Piersons, Scott Huebner), District Manager (Vivian Carvalho) and a court reporter who will transcribe the full proceedings to be made part of the public record for release at the conclusion of the litigation for the purpose of discussing: Dean Matt v. University Park Recreation District, SC 2024-0990, Lower Tribunal Case No.: 2024-CA000252.

Reopen Meeting in Public

The University Park Recreation District Special Board of Supervisors’ Meeting was reopened at 3:00 p.m.

Mr. Barnebey noted that no action was taken at this time. He is requesting an Attorney-Client session for Monday, October 6th, 2025, at 2:00 p.m. It will last approximately 1 hour and will be held at the Business Offices located at 8301 The Park Blvd, University Park, FL 34201. This meeting will be held under the Attorney/Client Session provisions available under Florida’s Sunshine Law, Section 286.011(8), Florida Statutes. This meeting will be limited in attendance to the University Park Recreation District’s Counsel Mark Barnebey and Fred Moore, who will meet in private with the District Board of Supervisors (Sally Dickson, Steve Heitzner, David Murphy, Russell Piersons, Scott Huebner), District Manager (Vivian Carvalho) and a court reporter who will transcribe the full proceedings to be made part of the public record for release at the conclusion of the litigation for the purpose of discussing: Dean Matt v. University Park Recreation District, SC 2024-0990, Lower Tribunal Case No.: 2024-CA000252.

There was discussion regarding Florida Sunshine law.

Ms. Dickson reviewed email issues that have taken place and the inclusion of Mr. Christopher on various emails.

Mr. Barnebey reminded the Board not to discuss any matters outside of a Board meeting, especially due to current litigation.

There was brief discussion regarding various emails by Mr. Fetsick and discussions with Mr. Matt.

Supervisor	Requests	&	Public Comments

Ms. Carvalho noted she will be sending out the new meeting calendar invites.

It was noted Mr. Murphy will not be available for the October 10th Board of Supervisors’ meeting. The Board agreed to move the meeting to October 17th, 2025.

The upcoming workshops and meetings were noted.

Date	Meeting Type	Time	Location	Note	
September 30, 2025	Workshop Meeting	2:00PM	University Park	Business Offices	
October 17, 2025	BOS Meeting	1:00 PM	University Park	Business Offices	

There were no further Supervisor requests or public comments.

THIRD ORDER OF BUSINESS	Adjournment

There was no further business to discuss.

Ms. Dickson adjourned the September 17, 2025, Special Board of Supervisors Meeting for the University Park Recreation District at 3:16 p.m.

Secretary / Assistant Secretary	Chairperson / Vice Chairperson

Staff Reports

District Manager
a. Review of General Procedures for the 2026 Elections

UNIVERSITY PARK RECREATION DISTRICT 2026 SUPERVISOR ELECTION
GENERAL PROCEDURES
June,2025

PRELIMINARY DUTIES AND OBSERVATIONS

The Board of Supervisors shall appoint a person to serve as Election Chair, who shall work with the District Manager and District Counsel to oversee and facilitate the Election process. The Election Chair shall oversee the election process and is the final arbiter of issues related to the election process. Preferably, the Board shall select a resident of the District to serve as Election Chair. The Board may retain an independent entity to serve as Election Chair, but if it does so, there shall be a District liaison appointed by the Board to assist the Election Chair particularly to assist regarding communications with the Owners and Residents. A Board Supervisor may not serve as Election Chair. The Election Chair may recruit other volunteers to assist. A notice shall be posted on the District website for a minimum of seven (7) days to provide for those owners or residents interested in volunteering to assist the Election Chair. The Election Chair shall determine who shall assist with the election. Except for possibly testifying at a future proceeding concerning the election, the Chair's duties will be completed at the end of the election scheduled for February 17, 2026.
Notice of the Election shall be published by the District Manager once a week for two consecutive weeks in a newspaper of general circulation in the area of the University Park Recreation District. The last day of which shall not be fewer than 14 days nor more than 28 days before the date of election.

OWNERS and REGISTRATION OF RESIDENTS ON OR BEFORE December 31,2025
On or before December 31, 2025
Owners shall be identified as those owning a residence (all Lots have houses on them/no vacant Lots)=based on the property owners as identified on the Manatee County Property Appraiser's website as of December 31, 2025, ("Owners").
Owners are defined in the Charter as

"...the owner of a freehold estate located in the UPRD, as appears by the deed of record, including a trustee, a private corporation or owner of a condominium unit; this definition does not include a

3
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reversioner, remainderman, mortgagee or any governmental entity, who shall not be counted and need not be notified of proceedings under this article or undertaken by the UPRD".

Residents are defined in the Charter as :

" ... a person over eighteen (18) years of age who resides at one specific address within the UPRD for at least 183 days per calendar year".

On or about October 1st, 2025, the District Manager shall send out correspondence to each residence within the District asking the occupants to confirm the Owners and Residents within the District. This information will be compiled from the most recent voter database available to the District. Residents shall fill out an affidavit on the District website verifying eligibility to vote in the election. The District Manager shall provide a means to register as a Resident if one is not an Owner. Residents, who meet the definition of Resident as set forth in the Charter, shall be identified as any residents who have registered and been verified with the District Manager by December 31, 2025 ("Residents"). Information requested to assist in determining Residency eligibility may include, but shall not be limited to, the following questions:

Do you swear or affirm that you have resided in with University Park for 183 days of 2025? (to be done by affidavit)
What is your University Park address?
Do you have a secondary address?
Which address should correspondence and ballot information be sent?
Can you provide documentation of residency within University Park through a Passport, Driver's License, Property Tax Bill or Utility Bill in your name for the address of your residency in University Parkway?

Information related to registration shall be posted on the website and in a public location at the Clubhouse. The Resident shall be responsible to update and verify the information on an annual basis. Failure to register for non-owner Residents by December 31, 2025, shall result in an inability to vote in an election for Supervisors.

Corporations and Trusts shall be entitled to cast one ballot.

Ill.	FILING TO RUN

On or before 5:00 p.m. on December 17, 2025, applications to run for Board Supervisor must be received by the District Manager, Vivan Carvalho at PFM. Applications can be submitted to the District Manager via email at carvalhov@pfm.com or via U.S. Mail to Vivian Carvalho, PFM, 3501 Quadrangle Blvd., Suite 270, Orlando, FL 32817.
Only Residents, which is defined by the Charter as a person over eighteen (18) years of age who have (or will have) resided within the UPRD for at least 183 days in 2025 may be file to run for Office of Board Supervisor.
Information related to the qualifications and the filing process shall be posted on the website and in a public location at the Clubhouse. It may also be included in other media as appropriate.
Ifthere are fewer or equal people filing to run to the number of seats up for election, the candidate(s) shall be declared elected, assigned seat numbers by the Board and no election shall be held.

CANDIDATE FORUM

Two candidate forums inviting all of the candidates to participate shall be held on or before January 9, 2026.
The forums will be held in substantially the manner as provided in Exhibit "A."
No campaigning, other than by the candidates during the forum, shall be allowed in the room where the candidate forms are being held or within 150 feet of the room during the day of the debate.

VOTER'S GUIDE

On or before January 9, 2026, a Voter's Guide shall be placed on the District website in substantially the form as provided in Exhibit "B."

MAILED NOTICE OF THE ELECTION AND ABSENTEE BALLOTS
On or before January 9, 2026

Mailed notice of the election and related voting materials shall be sent to the Owners and Registered Residents at least 30 days in advance of the election. District Management shall be responsible for mailing the notice. The Official Ballot Form to be mailed out shall be substantially in the form as attached in Exhibit

"C." If the mail is returned as undeliverable and there is a second address on record with the district, then District will make reasonable effort to send the mailed notice to the second address. The mailed notice shall explain who is eligible to vote pursuant to the Charter.
Information related to registration shall be posted on the website and in a public location at the Clubhouse. It may also be included in the advertisement for the election and other media as appropriate. The mailed notice shall include an absentee ballot for voting and a ballot envelope for returning to the district. If voting by absentee ballot, the voter shall place the absentee ballot inside the ballot envelope, which shall be returned to the RD office at UPCC. Sole receiver will be the Election Chair District Management Office. Absentee ballots may also be cast during office business hours in a locked box in the administrative office of the University Park Country Club located at 7671 The Park Boulevard up until 5:00
p.m. on the day before election day. The locked box shall not be opened by the Election Chair and election volunteers until the day before the election. Ballot envelopes shall not be opened until after the polls are closed. The District Management Office shall be the sole receiver of ballots. The ballot envelope shall be marked with an identifier to determine the property for which the ballot is being cast and whether the voter is an Owner or a Resident.
All ballot envelopes shall remain sealed until Election Day.
The notice to the Owners shall identify when the election date shall be, where the election shall be held, where absentee ballots are to be sent or filed consistent with this resolution, and how for Residents, who are not Owners, to register for the election prior to Election Day.

Election Day
At the University Park Community Center
located at 7671 The Park Boulevard, University Park, FL 34201

February 17, 2026 9:00 a.m. - Noon

No campaigning shall be allowed in the room where voting is occurring or within 150 feet of the room during the day of the election.

VOLUNTARY CHECK IN AND OBTAINING BALLOTS
A Resident, as defined on the Charter, or Owner may vote in person, by absentee ballot, or by proxy. Each voter may cast a vote for the number of vacant seats open during the election but can only cast a single vote for a candidate. Proxies shall be substantially in the form as set forth in Exhibit "D." Ballots on Election Day shall be substantially in the form as set forth in Exhibit "E."

Check voting against the list of Registered Owners and Residents and ensure no votes have already been cast by the owner or resident.
Compare the proxies to the voting list.
Identify any irregularities in the proxies.
Resolve any irregularities in the proxies, if possible.
If there are any irregularities, they should be noted and brought to the attention of the Election Chair, and if needed, District Counsel.
Pass out ballots if the voter has valid proxies and include the number of voting units represented and voting on the top right-hand comer of the ballot and initial.

CASTING AND COLLECTION OF BALLOTS FOR BOARD OF
SUPERVISORS (Residents/Owners)

The ballot, along with any proxies, shall be placed in the ballot boxes prior to the closing of the polls.
The number of votes that may be cast by a voter shall be equal to the number of vacancies that exist at the time of the election. For 2026, each voter may vote for a maximum of two (2) candidates. Only one vote per candidate is permitted.
Once a ballot is cast, one may not delete, amend or change one's ballot or vote agam.
Ballots not contained in sealed ballot envelopes shall not be counted.
More than a one ballot in a single sealed ballot envelope shall not be counted, unless the identity of separate voters can be validated by the Election Chair.
Ballots with votes cast for more than the numbers of positions open shall not be counted.
If there is no clear indication on the ballot that the voter has made a definite choice for an office, the elector's ballot shall not be counted for that office, but the ballot shall not be invalidated as to those names which are properly marked. If there might be any question as to who the voter is intending to vote for, the voter should request a replacement ballot before casting a vote.
Ballots not counted shall be identified for the reason the ballot was not counted.
The information contained in this Article VIII shall be noted on the website by the District Manager by December 31, 2025.

TABULATION OF BALLOTS FOR BOARD OF SUPERVISORS

Voting and Ballot Management shall be substantially in the manner set forth in Exhibit "F."
Provisional ballots shall be reviewed by the Election Chair, and if needed, District Counsel.

The ballots shall be counted by independent accounting firm retained by the District.

MISCELLANEOUS
The District Manager and Club Manager and, as necessary, District Counsel, shall assist the Election Chair.
Where issues are unclear in these rules, the Election Chair may supplement these rules either verbally or in writing, as may be appropriate, provided such direction shall not be inconsistent with the Charter.
ELECTION RESULTS
The Election Chair announces the vote totals for each candidate.
The election results shall be placed on the District Website promptly by the District Manager and certified at the next meeting at the Board of Supervisors.
All ballots shall be retained by the Accounting firm. If there is a Court challenge, the ballots will be retained by the Accounting firm until the election results are finalized. Once the period for a challenge has expired, the ballots shall be sent to the District Manager.
MISCELLANEOUS
The District Manager and Club Manager and, as necessary, District Counsel, shall assist the Election Chair.
Where issues are unclear in these rules, the Election Chair may supplement these rules either verbally or in writing, as may be appropriate.

Exhibit "A" Guidelines for Candidate Forums
The University Park Recreation District (UPRD) is conducting an election for two open Board of Supervisor positions in 2026. The final election date is February 17, 2026. To prepare, two in­ person candidate forums will be held to give registered candidates an opportunity to present their backgrounds, relevant skills, and views on UPRD challenges. These forums also allow University Park residents to participate in a Q&A exchange.

Forum Dates and Location
	,l:00PM-3:00PM
	,l:00PM-3:00PM

All forums will be held in the 	.These events will not have virtual (Zoom) access.

Forum Format
Setup: The Lakeside Room will have a panel table with microphones for the candidates and the moderator (Election Chair). Theater-style seating will be arranged for attendees. Two standing microphones will be positioned midway along the left and right sides of the room for residents to ask questions.
Opening Statements: The moderator will begin the forum with an overview of the format and ground rules. Each candidate, in alphabetical order by last name, will have 2 minutes to make an opening statement, with a I 0-second warning before time expires.
Q&A: Residents will line up at the standing microphones to ask questions. The moderator will alternate between microphones, directing questions to the candidates indicated by the resident. The moderator will ensure candidates stay on topic and allow equal time for responses.
Closing Statements: At the I-hour, 50-minute mark, each candidate, in reverse alphabetical order, will have I minute for a closing statement, with a I 0-second warning before time expires.

9

Guidelines for Candidates
Candidates should review and follow these guidelines to ensure a fair, respectful, and informative forum:
I.	Time Limits: Adhere to the allotted time for opening and closing statements.
Focus on Questions: Keep responses relevant to the specific question asked. Avoid unrelated topics or lengthy speeches.
Respectfulness: Do not interrupt or criticize other candidates personally. Allow others to express their views.
Clarity and Conciseness: Provide clear, direct answers that stay on topic.
Rebuttals: If you wish to address another candidate's response, request a rebuttal. Rebuttals should focus on differences of opinion and should not escalate into personal attacks or prolonged arguments. The moderator will manage rebuttal time and ensure the discussion remains constructive.
Note: Excessive rebuttals can disrupt the forum. Use them sparingly and only for matters of significant importance.

Guidelines for Attendees (Lot Owners/Residents of University Park)
Lot owners and residents are encouraged to follow these guidelines to maintain a productive and respectful forum:
I.	Asking Questions: After opening statements, residents may ask questions by lining up at one of the standing microphones. The moderator will alternate between microphones.
Introduce Yourself: Begin your question by stating your name and the neighborhood you reside in.
Keep Questions Focused: Ask one clear question on a specific topic. Avoid multi-part questions or speeches.
Be Respectful: Do not criticize or attack candidates personally. Keep questions objective and related to UPRD issues.
Direct Questions: Indicate which candidate(s) you want to respond. Avoid asking multiple candidates different questions at the same time.
Follow-ups: If you feel a response was unclear or incomplete, you may request a
follow-up. The moderator will manage these requests to ensure they remain relevant and concise.

Additional Notes for All Participants
Time Management: The moderator will enforce time limits for all statements and responses to ensure fairness and efficiency.
Respectful Atmosphere: Applause, interruptions, or vocal disapproval are discouraged to maintain a constructive environment.
Forum Purpose: The forums aim to illuminate critical topics for UPRD's future and provide residents with clarity on each candidate's views and qualifications.
No campaigning, other than by the candidates during the debate, shall be allowed in the room where the candidate forms are being held or within 150 feet of the room during the day of the debate.

We thank all participants for their cooperation in making these forums productive and respectful.

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Exhibit "B"

Voter Guide for the UPRD Board Supervisor Election on February 17, 2026 Overview:
The University Park Recreation District (UPRD) is holding an election to fill two (2) open Supervisor positions on the Board. Supervisors play a critical role in making decisions that impact Club operations, including financial matters such as debt repayment, dues, fees, and capital commitments. These decisions affect the community significantly, making it essential for residents to participate in this election.

Eligibility to Vote:

You are eligible to vote if:

You are a Lot Owner listed on the deed for the property (each person 1isted is an eligible voter). For example, co-owners of a property both have a vote. Corporations have one vote. Trusts have one vote.

You are a Resident who has lived at a University Park address for at least 183 days in the last 12 months and are 18 years or older. These are usually renters but could also be guests of the owner.

Candidate Forums:

To help you make an informed decision, the 2026 UPRD candidates will participate in two public forums:

	:1:00 pm - 3:00 pm
	:1:00pm-3:00pm

All forums will take place in the 	 .These events include opening statements from the candidates, followed by a guided Q&A session led by the Election Chair. We encourage you to attend and ask questions. Candidate bios and additional information are available at UPRD Election Website.

Introducing the 2026 Election Team:

The 2026 Election Team consists of dedicated volunteers selected by the Election Chair,
		, to assist in ensuring a smooth and fair election process. The following individuals are members of the Election Team:

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We extend our gratitude to these individuals for their commitment to serving the community during this important election.

Vote materials package

A vote materials package will be mailed out to all eligible voters on January 15, 2026. The package consists of:
Cover letter explaining the contents and voting procedures
Proxy Voter Form
Official Ballot Form
Unsealed return envelope with voter ID on outside left upper comer (to use for mail in or drop off ballot)

Voting Methods:

Option 1: Paper Ballot

Fill out the enclosed Ballot Form.
Submit your ballot by mailing it in the provided envelope or depositing it in the secure Ballot Box located at the UPCC administrative Office.
Ballots must be received no later than 12:00 pm on February 17, 2026.
Lost, damaged, or inaccessible ballots can be replaced on election day. Bring an acceptable ID to the voting location (The Varsity Club) to obtain a replacement.

Option 2: Proxy Voting

If you authorize someone to vote on your behalf, complete the enclosed Proxy Form.
Your proxy holder must present the completed Proxy Form at the voting location in the Varsity Room between 9:00 am and 12:00 pm on February 17, 2026. After validation of both voter and proxy holder identity, the proxy holder can then complete the official ballot form and place ballot and proxy form in provided envelope which is placed in the ballot box.
Important Note: A proxy is not obligated to vote according to the original voter's preferences, even if those preferences were discussed prior to voting or even if the original voter fills in the official ballot with his/her preferred choices. Ensure you trust your proxy to act in your best interest.

Mail-in Ballot Guidelines:

Place the completed ballot in the sealed return envelope provided, ensuring your name, address, and ID# are visible in the upper left corner of the envelope.
Mail the envelope or deposit it in the secure Ballot Box at the UPCC Administrative Office.

Special Mail-in/Drop Off Scenarios:

Intact Sealed Envelope with Sender Descriptors on outside left comer of envelope arrives by mail or is dropped off at the UPCC Admin Office: Ballots in this condition are processed directly.
Undeliverable/Returned Ballots: UPRD Admin will attempt to contact the voter, issue a replacement, and destroy the original ballot.
Opened or Unsealed Envelope with or without ballot inside: UPRD Admin will attempt to verify voter intent. If the voter cannot be reached, the ballot shall not be counted.
Non-standard Voting Envelopes: UPRD Admin will attempt to verify voter intent. If the voter cannot be reached, the ballot shall not be counted.
Proxy Vote Forms in Envelopes: Proxy votes not cast according to procedure will be canceled.
Ballots not in Envelops: Ballots shall not be counted.

Walk-in Voting:

Voting takes place on February 17, 2026, from 9:00 am to 12:00 pm at the Varsity Club.
Bring acceptable photo ID (e.g., driver's license or passport) to verify your identity.
Replacement ballots are available if required.

Walk-in Scenarios:

Voter submits a sealed envelope with ballot: The Election Committee ensures the envelope is secured and processes it according to standard procedures.
Voter requests a new ballot due to loss or damage: After verifying the voter's identity and eligibility, the Election Committee issues a replacement ballot.
New property owners confirm eligibility through property deed verification: Persons purchasing property after December 31, 2025 shall not be eligible to vote.
Proxy holders cast votes after validation by the Election Committee: The committee reviews the Proxy Form to confirm authenticity and allows the proxy holder to vote on behalf of the original voter.

Key Election Details:

Election Day: February 17, 2026
Voting Location: Varsity Club
Voting location hours: 9:00 am - 12:00 pm, February 17, 2026
Ballot Submission Deadline: 12:00 pm (noon), February 17, 2026
Candidate	Forums:		,	and		
	Room
Website for Candidate Bios and Information: UPRD Election Website

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Contact for Questions: 	, 2026 Election Chair (lmakosky@interquest.ca)

Additional Notes:

Ballots and voting procedures will be verified and counted by an independent CPA firm.
The final tabulated results are provided by the CPA firm to the Election Chair who delivers the results in person and announces the vote totals for each candidate. The election results are placed on the UPRD website and certified at the next meeting of the Board of Supervisors.
The Election Chair and Election Review Team will oversee the election process to ensure fairness and accuracy.

We encourage all eligible voters to participate in this important election. Your vote helps shape the future of our community and its governance. For any questions or further assistance, please contact the Election Chair or visit the UPRD website.

EXHIBIT C

==:;;;;;;;;;;;iill!"""A�===
UNIVERSITY PARK
-792)�
OFFICIAL BALLOT FORM
University Park Recreation District, Manatee County, Florida Board of Supervisors Election - February 17, 2026
For the election of TWO (2) Supervisors. The two candidates receiving the most votes shall be elected to three-year terms.
COMPLETING YOUR BALLOT
Use this ballot to record your vote in this election. CHOOSE ONE OF THE OPTIONS BELOW:
VOTE BY MAIL: Mail your ballot in the return envelope provided. Your ballot must be received no later than Noon on February 17, 2026, for your vote to be tabulated in the election results.
BALLOT BOX: A secure ballot box will be available at the Club Office from 9AM to 5PM (Monday through Friday) beginning January 16, 2026, so that you can deliver your ballot in the return envelope provided by placing it in the ballot box. On Election Day, February 17, 2026, deposit this ballot in the secure ballot box provided at the UPRD polling place located at the Club between the hours of 9AM and Noon.
DESIGNATE A PROXY: See below.

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YOUR VOTE
Indicate your votes by placing an X in the box next to the names of the two (2) candidates who you vote to serve on the Board of Supervisors. Yes, you can vote for a maximum of two candidates (including any write-in candidate). Candidates listed in alphabetical order. You may use the two blank lines for write-in candidates, if any. PRINT THE NAMES OF WRITE­ IN CANDIDATES.

□candidate C

□candidate B

□candidate A

□Write-in Candidate (print) 	_

D Write-in Candidate (print) 	_

DESIGNATE A PROXY HOLDER
If you designate a Proxy whom you authorize to vote for you, DO NOT COMPLETE THIS BALLOT. Instead use the enclosed Proxy Form, legibly enter all the required information, and provide the Proxy Vote Form to your designated Proxy Holder who is eligible to vote. Be certain that the designated Proxy Holder agrees to present the Proxy Form and complete the voting process for you on Election Day, February 17, 2026, between the hours of 9AM and Noon.

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Exhibit D

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UNIVERSITY PARK
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University Park Recreation District, Manatee County, Florida PROXY VOTE FORM
BOARD OF SUPERVISORS ELECTION FEBRUARY 17, 2026
THE VOTER MUST GIVE OR SEND THIS FORM TO THE DESIGNATED PROXY HOLDER FOR THE PROXY HOLDER TO SUBMIT HER/HIS VOTE
The undersigned, being the Owner or Resident of the property identified below, does hereby constitute and appoint 	("Proxy Holder") as my agent, in my name, place and stead, to vote as my proxy in the Election of the Board of Supervisors of the University Park Recreation District to be held at the University Park Country Club Election Room located at 7671 The Park Boulevard on February 17, 2026 from 9:00AM to 12 noon, or at any adjournment or adjournments thereof. Any proxy previously given by the undersigned for said election is hereby revoked.
The Proxy Holder shall be entitled to vote for me as the Owner of Resident of the property identified below that I would be entitled to vote if then personally preset, upon any question, proposition, or resolution or any other matter or thing that may be considered at said Election including, but not limited to the election of members of the Board of Supervisors. This Proxy shall be effective until 90 days after February 17, 2026, or until sooner revoked by me.
IN WITNESS WHEREOF, I have signed this Proxy on 		, 2026. OWNER/RESIDENT: 	
Printed Name: 	
Address: 	
(If more than one property is owned, complete a separate Proxy Vote Form for each eligible voter for each address)
[If the fee simple landowner is not an individual, and instead is a corporation, limited liability company, limited partnership or other entity, evidence that the individual signing on behalf of the entity has the authority to do so should be attached hereto (e.g., bylaws, corporate resolution, etc.)]

NOTE: If you choose to designate a Proxy, whom you authorize to vote for you, this Proxy Form must be sent to your designated Proxy Holder who is eligible to vote. The voter may express his wishes by filling in the ballot form before giving to the Proxy Holder, however, Proxy Holders have the authority to vote for whomever they want on Election Day and are not bound by the wishes of the voter. The completed Form may be faxed or scanned. Be certain that the Proxy Holder agrees to present the Proxy Form and complete the voting process for you on Election Day, February 17, 2026, between the hours o/9:00AM and 12 noon.  The surest means to ensure that votes are cast as desired is to vote by ballot yourself.

Exhibit E

===�A�===
UNIVERSITY PARK
f?7leo���-	f!ZJ,;.;,r�.:rL
OFFICIAL BALLOT FORM FOR USE ONLY ON FEBRUARY 17, 2026
University Park Recreation District, Manatee County, Florida Board of Supervisors Election - February 17, 2026
For the election of TWO (2) Supervisors. The two candidates receiving the most votes shall be elected to three-year terms.
COMPLETING YOUR BALLOT
Use this ballot to record your vote in this election. Deposit the ballot in the secure ballot box provided no later than Noon today.

YOUR VOTE
Indicate your votes by placing an X in the box next to the names of the two (2) candidates who you vote to serve on the Board of Supervisors. Yes, you can vote for a maximum of two candidates (including any write-in candidate). Candidates listed in alphabetical order. You may use the two blank lines for write-in candidates, if any. PRINT THE NAMES OF WRITE­ IN CANDIDATES.

□candidate B

□candidate A

□candidate C

□Write-in Candidate (print) 	_

D Write-in Candidate (print) 	 _

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EXHIBIT "F"

Voting and Ballot Management for UPRD Board Supervisor election on Tuesday, February 17, 2026

Mail-in ballot alternatives

An intact sealed envelope with ballot inside and with original sender descriptors (name, address, ID#) in upper left comer of envelope arrives at ballot box at UPRD admin office.

Intact sealed envelope with ballot inside is returned to UPRD admin office as undeliverable, or return to sender marked, etc. UPRD office researches present location of voter, contacts voter and time permitting, sends new envelope with ballot inside to relocated voter address. Original envelope and ballot destroyed. Official list of eligible voters does not show a ballot cast at this point. If resent enve1ope with ballot is returned in time to the ballot box, it will be processed as per following procedure outline.

Original envelope arrives but opened/unsealed and with or without ballot inside. UPRD administration will attempt to contact the voter and the voter will be asked to submit the vote in a proper sealed envelope.

An intact sealed envelope arrives that has the appearance of a voting envelope and may or may not contain a legitimate completed ballot, but is not exactly the same as a voter envelope and/or has some but not all the proper sender ID info on the envelope, etc (i.e. it clearly is not the return voter envelope sent out by UPRD but may in fact be a legitimate voter with a legitimate ballot inside. UPRD Admin or the Election Review Team will attempt to contact the voter and the voter shall be asked to submit in the vote in a proper sealed envelope.

An intact sealed envelope arrives, and it is not evident but in fact it contains a proxy vote form (which appoints a proxy to vote) plus an official ballot form. After processing by the election committee, the CPA will open the envelope and discover the proxy contents. However since the originating voter and proxy holder have not followed the required procedure which is to cast the proxy vote in person on election day, the ballot must be cancelled and the vote record associated with the envelope must be negated.

Note: Eligible University Park voters may choose to attend at the UPRD admin office and place their mail-in envelope (with ballot enclosed) in the secure ballot box any time before 5:00 p.m. on Feb 17. Such envelopes/ballots will be extracted from the ballot box and processed as part of the pool of collected 'mail-in' ballots, even they were technically not mailed in but dropped off in the ballot box in person.

Walk in ballot alternatives (9:00 am to 12:00 pm Feb 17)

Eligible University Park voter walks into the voting station (Varsity Club) with an intact sealed envelope with ballot inside and with original sender descriptors (name, address, ID#) in upper left comer of envelope and is processed by the election committee.

Eligible University Park voter walks into the voting station and declares he/she has lost, damaged, destroyed, etc. the mailer package (either or both the return envelope and the ballot) and wishes to vote. Election committee validates voter's ID (voter must show acceptable ID), checks voter property address on voter list to ensure a vote has not yet been cast, then provides a new envelope (with relevant voter name, address, ID number) enabling voter to fill ballot and place in envelope and place envelope in ballot box.

Eligible University Park voter walks into the voting station and declares that he/she purchased the property resided in University Park prior to December 31, 2025, and understands or believes that the sale is not yet fully registered in the Manatee County property appraiser data base and/or suspects the property ownership change is not yet updated in the UPRD voter list and hence suspects he/she does not appear as a legitimate voter....and understands he/she is entitled to vote and wishes to do so so (or any combination of the previous descriptors). The Recreation District Manager office (2 staff will be present all election day) will deal with this by: checking the person's ID; checking the voter is not on the voter list as the owner of the property concerned; checking the Manatee County property appraiser list to see if the property ownership is updated to include the new owner; and if all the previous checks do not confirm the new ownership; then check the new ownership by checking the name on the deed of sale and if confirmed, then create a new envelope with new owner ID and with ballot and enable new owner to complete ballot, insert in envelope and place in ballot box.

A proxy holder walks into the voting station. The election committee: checks the ID of the proxy holder against the proxy vote form; then checks that the proxy holder has an eligible voter status; then checks that the originating voter is a verified voter who has not yet cast a ballot; then checks off the originating voter/property owner on the voter list as having voted. The proxy holder is provided an envelope with original owner ID on outside and invited to enclose the completed ballot in the envelope, seal it and deposit it in a ballot box.

Note: eligible voters from UP can be proxy holders. Any prospective proxy holder can engage any number of eligible voters, receive a proxy designation/appointment from those legitimate voters, and hold any number of completed Proxy Vote Forms which if filled out correctly will designate the proxy holder to vote as a proxy for the originating voter that has signed and appointed that proxy holder. The proxy holder must collect the signed proxy form and an Official Ballot Form from each originating voter. The proxy holder can cast the vote by presenting the signed proxy form and Official Ballot Form to the election committee on election day between 9 am and

12 noon and upon validation can submit the ballot into the ballot box. Note that the Official Ballot form collected from the originating voter can be used by the proxy holder in any of three ways:

Ballot form is empty and originating voter has not expressed any wish to have the ballot completed in any way and leaves the decision on how to vote to the proxy holder

Ballot form is empty but the originating voter has expressed his wishes to the proxy holder in some fashion on how the ballot vote preferably is to be completed, but both parties understand that the proxy holder is under no obligation to comply with the originating voters wishes and can ignore them and complete the ballot vote as the proxy holder wishes

Ballot form is filled in, representing the originating voter's wishes for how the ballot vote should be completed, however both parties understand that the proxy holder is under no obligation to comply with the originating voters wishes, and can ignore them, destroy the completed ballot and request a new one on arrival at the voting location and complete the ballot vote as the proxy holder wishes.

Voting and ballot procedure for UPRD Board Supervisor election on Tuesday, February 17, 2026

Election Review Team consists of 5 Election Committee Representatives (ECRs), the Election Chair and 2 Certified Professional Accountants (CPA)

The Election Chair acts as supervisor of process, addresses any questions from voters arriving for in person voting, addresses questions arising from other ECRs managing the review, manages/deals with any tensions or conflicts arising in voting process and in the voting building (Varsity Club).

All ECRs manage	Election Chair welcomes, directs to relevant ECR to mana1:e	Election Chair welcomes, directs to relevant ECR to manal(e	
Mailed Ballots or Dropped off before Feb 17 - Review
on Feb 16	Walk in (in person) Ballots on Feb
17 Review*	Mailed Proxy or Walk in Proxy Ballots on Feb 17 - Review	
Check sealed envelope label against master list - validate name, address, ID#	If voter has envelope with ballot (received by mail but not sent in), check name, address, ID# on envelope
against master list.*	Check the originating voters who delegated their vote to a proxy,
validate the voter name, address, ID#	

Check off property owner as voted	Process this envelope same as mailed ballot review (first column). Check off owner, close vote, place envelope in ballot box.	Check originating voter has not voted by mail or in person.
Check proxy rep ID against proxy delegation form. Check proxy has
a voter status.	
	If voter does not have mailed envelope and/or ballot in possession, first check ID link to property address, then check vote has not been cast for this property.**	Provide envelope to proxy containing ballot with original owner ID# on envelope; allow proxy to complete ballot (or use already completed ballot), place in envelope, seal and place envelope
in ballot box	
Pass sealed envelope (with completed ballot inside) to
CPA re	Provide voter with new closed envelope with unfilled ballot inside and write ID# on envelo e ***	Check off each property owner
who has delegated his/her vote to a	•	voted.

_   .	Allow voter to complete ballot; place ballot in envelope; seal and place
	envelo...e in ballot box.	..,	

 			

		
Receive sealed ballot envelopes from: mailed or dropped off before Feb 18 ballot review (col 1); walk in (in person) on Feb 18 review
col 2); mailed  rox  or walk in  rox  review col 3	
Open envelope, extract folded ballot (DO NOT unfold or look at ballot choice)	
Place empty envelope in envelope container - retain container for
later review or recount if needed	
Place folded ballot in ballot container

Tall ballots -	re are summa	candidate count votes, certif totals Insert certified vote summary in sealed envelope and deliver in person to Election Chair who will deliver in person to current
UPRD Chai  erson.	

*For in person voting, voter will need to bring a form of legal identification.

Voter may bring previously received envelope with ballot for use on day. If voter does not have either or both the envelope or mailed ballot, then at sign in on voting day, an envelope (with added ID#) and/or ballot will be provided to the owner that needs to cast the vote after it has been verified at sign in that they have not previously voted by mail

** If necessary, to verify ownership information, access the Manatee County Property Appraiser's website:
https://www.manateepao.com/ManateeFL/search/commonsearch.aspx?mode=address. Search for the property and verify with the proof identification provided by the owner.

***Once it has been verified that the owner has not mailed a ballot previously; than release a ballot with envelope to the resident and add the relevant ID# (located on the master list) to the outside left upper comer of the envelope.

University Park Recreation District

Club Management
a. Management Discussion & Analysis Report

University Park Recreation District Management Discussion & Analysis Report As of September 30, 2025

Finance & Strategic Planning Committees
The Finance and Strategic Planning Committees have each hosted a few meetings to kick off their respective processes. Initial meetings included Committee Orientation, Sunshine Law review and some preliminary/introductory work. Initial reports from each Committee are expected at the November board meeting.
Golf Operations
Ashley Hayden and I, with input and full support from a few Golf colleagues and members, recently hired Aaron Orechwa as a new PGA Golf Professional. Aaron, who received his Professional Golf Management Degree from Methodist University, joins University Park after stints at several clubs, notably Trump National Doral (most recent) and Bethpage (recent host of the Ryder Cup). Please welcome Aaron when you have an opportunity.
The Back-9 has reopened! With great thanks to Curtis Nickerson and his Team, the back-9 reopened on Monday, October 13th. Some modest work continues, including completion of the bridge coming off hole 27, but the course is in excellent condition, and we are excited to show our members the upgraded/expanded Tees, renovated Fairway Bunkers, etc.
Member Events
Our schedule of events begins to pick up during the month of October, led off by Yom Kippur Break the Fast and concluding with Pink Week (week of 10/20) and Fall Fest (November 1st). Other events during the month include Bingo, Trivia, Trucks n Tunes, the Perelada Catalonia Wine Dinner and Oktoberfest Buffet.
Membership

Full	
Racquets	
Social	Net Change in
Memberships	Trial Full	Trial Rac/Fit	Trial Fit/Soc	Trial Social	Sum Golf	Sum Tennis	Wait List	
2024 Totals 12/31/24		445	108	786	1339	2	0	0	2	0	0	9	
2025 Totals 9/30/25		455	110	787	1352	0	0	0	0	75	51	2	
Social Access		104	28		132								
Fitness		21	1	131	153								
Range			10	57	67								
Tw ilight Tennis				24	24								
Pickleball		2		56	58								
Total Passes		434								
*135 grandfathered non-members (flat to prior month), 195 grandfathered members (-4 to prior month)
**307 non-resident memberships (+3 to prior month)

				

Budget	
$ Contribution			

COMMENTS	
YTD	OPERATING RESULTS, 11	MONTHS	Actual Results of		Margin Variance				
			THROUGH 8/31/25		UPCC Operations		(unfavorable)	%	Change		
						
										Total	Revenues	$12,190	$12,975	($785)	(6.1%)					Revenue	miss	impact				
			Less:	Outside	Golf	Capital	Allocation	(224)	(265)	42	(15.7%)		
										Total	Expenses	11,563	12,160	597	4.9%			Expense	reduction	impact		
						
									Contribution	Margin	403	549	(146)	(26.6%)	Net Contribution impact	
						
		Revenues	and	Expenses,	Details		Actual	Budget	$ Variance		%	Change		
Dues	revenue											$5,594	$5,603	(10)	(0.2%)		

3,297	

3,848	

(551)	

(14.3%)	Unfavorable primarily due to Hurricane Milton	
													($150k), less than favorable weather conditions	
													during season, and lower Pro Shop sales/foot traffic	
Golf	operations	revenue											($62k).															

2,887	

3,111	

(223)	

(7.2%)	Unfavorable to budget primarily due to Hurricane	
												Milton ($71k) and reduced foot traffic from golf	
Dining	operations	revenue										operations.														

Racquets/Fitness/Other	
operations	
revenue	
188	
148	
40	
27.3%	
Increase	
to	
fitness	
classes						
						
									Subtotal,	Revenues	11,966	12,709	(744)	(5.9%)					Revenue	miss	impact				

1,619	
1,735	
116	
6.7%	No LPGA	Pro	hired		Pro	Shop	COGS,	Credit	Card	
Golf	operations															Fees									
Golf	maintenance										3,156	3,127	(29)	(0.9%)		
											
4,031	
4,419	
388	
8.8%	COGS Control,	less		Temp	Labor,	less	Spoilage,	
Dining	operations														limited linens							
Racquets	&	Fitness	operations					556	585	29	5.0%		
													
2,201	
2,294	
92	
4.0%	Delayed Accountant	hire,	Maintenance	labor	Credit	
Genera	&	Adm															Card Fees					
									Subtotal,	Expenses	11,563	12,160	597	4.9%			Expense	reduction	impact		
						
Contribution margin, net of outside	$224k	
$403	
$549	
($146)	
(26.6%)								
outside golf capital allocation						Contribution	margin	is	$146k,	26.6%	before	budget	

UNIVERSITY PARK COUNTRY CLUB STATEMENT OF OPERATIONS

,

,
l

UNIVERSITY PARK COUNTRY CLUB COMPARATIVE BALANCE SHEET AS OF AUGUST 31, 2025 AND 2024

		UPCC Operating Fund		Capital Irrigation Fund			
	
Assets	Unaudited
8/31/25		Unaudited
8/31/24		Unaudited
8/31/25	Unaudited
8/31/24		
Comments & Assumptions	
										
	Operating Cash & Short-Term Investments	$1,390		$703						
	Accounts Receivable	413		370						
	Inventory	295		306						
	Deposits & Prepaids	225		191						
	Future Assessments based on BAN or Long- Term Bonds					

5,829	

3,935		Amounts drawn from BAN, $3,991 + Amounts borrowed from UPCC Capital Reserves, $1,838 as of
FY25	
	Subtotal, operating assets	2,323		1,569		5,829	3,935			
										
	Board Designated Cash & Investments &
Receivable from Irrigation Fund:									
	Operating Reserves	400		400					BOS designated for future use.	
	Capital Reserves	571		4						
	Capital Reserves Used for Irrigation Project--
Due from Capital Irrigation Fund	
1,838		
3,330					Portion of irrigation project paid out of UPCC reserve
funds	
	Sub total, Board Designated Cash, Capital
Reserves & Capital Irrigation Fund Receivable	
2,809		
3,734		
-	
-			

	Property and Equipment - Net	24,770		19,973						
	Property and Equipment - CIP	1,007		4,661		-	-			
	TotaI Assets	$30,909		$29,937		$5,829	$3,935			
										
	Liabilities & Net Position:									
	Accounts Payable									
	Operations Related	$204		$286						
	Accrued Liabilities & Other Payables	238		161						
	Gift Cards & Store Credits	120		110						
	Subtotal, operating liabilities	562		557						
										
	Deferred Revenue	2,021		1,886						
	Capital Lease Obligations	418		491						
	Capital Projects Payable	58		412						
										
	Due to UPCC Operating Fund					$1,838	$3,330			
	BAN Payable to Bank					3,991	605			
	Total Liabilities	3,059		3,347		5,829	3,935			
										
	Beginning Balance, Purchase of UPCC assets
in 2019	
16,750		
16,750		
-	
-			
	Due From Capital Irrigation Fund	1,838		3,330						
	Prior Years' Operating Surplus	7,281		5,536						
	Current Period Operating Surplus	1,981		974						
	Net Position	27,850		26,590		-	-			
										
	Total Liabilities & Net Position	$30,909		$29,937		$5,829	$3,935			

UNIVERSITY PARK COUNTRY CLUB BALANCE SHEET FORCAST AS OF DECEMBER 31, 2025

		UPCC Operating Fund			

Assets	Unaudited Forcast 12/31/25		Unaudited 8/31/25		
$ Change		

Comments & Assumptions	
									
	Operating Cash & Short-Term Investments	
$21		
$1,390		
(1,369)		Includes $348k from FEMA, received at the end of September 2025	
	Accounts Receivable	351		413		(63)			
	Inventory	281		295		(14)			
	Deposits & Prepaids	21		225		(203)		Excludes prepaid items related to 2026	
	Subtotal, operating assets	674		2,323		(1,649)			
									
	Board Designated Cash & Investments &
Receivable from Irrigation Fund:								
	Operating Reserves	400		400		-		BOS designated for future use.	
	Capital Reserves	352		571		(219)		Completion of Back 9 (excludes 2026 initiation fees)	
	Capital Reserves Used for Irrigation Project--
Due from Capital Irrigation Fund	
1,838		
1,838		
-		Portion of irrigation project paid out of UPCC reserve
funds	
	Subtotal, Board Designated Cash, Capital
Reserves & Capital Irrigation Fund Receivable	
2,590		
2,809		
(219)			

	Property and Equipment - Net	25,940		24,770		1,170			
	Property and Equipment - CIP	125		1,007		(882)		Back 9 reclassified out of CIP	
	TotaI Assets	$29,329		$30,909		(1,580)			

UNIVERSITY PARK COUNTRY CLUB CAPITAL SOURCES AND USES AS AUGUST 31, 2025

Sources		Notes	
			
2019, Construction Fund after UPCC club purchase	$4,157		
2021, Loan Forgiveness	856		
2024-5, Bond Anticipation Note for Irrigation Project	

3,754	$1,838 was paid out of Operating Cash and needs to be repaid from either BAN assessment or 2024 Bond funds when available.	
Sub total, Bond Proceeds and Loan Forgiveness	8,767	Bonds & Loan Forgiveness	
			
FY 2021 Init Fees & 10% Outside Golf	673		
FY 2022 Init Fees & 10% Outside Golf	666		
FY 2023 Init Fees, Cap Dues & 10% Outside Golf	1,330		
FY 2024 Init Fees, Cap Dues & 10% Outside Golf	1,850		
FY 2025 Init Fees, Cap Dues & 10% Outside Golf	1,317		
Sub total, Init Fees, Capital Dues & 10% Outside Golf	5,836	Capital raised through Operations	
			
Total Sources of Capital	14,603		

Uses			
			
2022, Parking Lot - Asphalt	136		
2021-2025, Golf Course Improvement & Irrigation	7,412		
2023, Tennis/Pickleball Courts	810		
2022-2023, Buildings - Renovations, A/C and Upgrades	
293		
2023-2025, Range Picker, Bag Drop/Pro Shop FF&E	120		
2022-2024, Grille - Kitchen Equipment	289		
2023, Golf Course Maintenance Equipment	459		
2023, IT Equipment - Computers, Server etc	91		
2023-2024, Racquets And Fitness Equipmet	89		
2021-2023, Indoor Dining Renovation	1,066		
2023-2024, Outdoor Dining (Cafe) Renovation	2,326		
Subtotal, Uses	13,091		
			
Construction In Progress			
2025, Back 9 Renovation	812		
2020, Master Plan Project	125		
Golf Club Rentals	3		
Subtotal, CIP	941		
			
Total Uses	14,032		
			
Remaining Capital Reserves	571	Capital Account Balance at 8/31/2025	
			
Due to operating capital from BAN or Bond	1,838		
			
Total Capital Reserves	2,409	Balance with Irrigation Project repayment	

10/10/2025	4/4

Update on the Capital Improvement Plan
a. Presentation of Preliminary Concept of Kitchen and Fitness Center

Review of the McMahon Group Strategic Planning Proposal

®
PRI VAT E CLUB PLANNERS & CONSU LTA NT S

T H E  S O U R C E  F O R  P R I V A T E  C L U B  E X C E L L E N C E™

October 17, 2025

CONSULTANTS’ REPORT 
University Park Recreation District (University Park Country Club)
University Park, Florida

DATE OF VISIT:	October 8, 2025
IN ATTENDANCE:  Sally Dickson, President
Jim Freedman, Chair Ronni Loundy, Vice Chair Barbara Somma, Secretary Steve Swanson, Member Ken Schreder, Member
John Fetsick, General Manager
David Dew, Vice President of Club Consulting, McMahon Group, Inc.
William P. McMahon, Sr., AIA, Founder, McMahon Group, Inc.
McMahon Group’s consulting team of Bill McMahon, Sr., AIA, Founder, and David Dew, CCM, Vice President of Club Consulting, visited the Club, met with the Strategic Planning Committee members and management officials, and reviewed information on the Club. The purpose of the consulting visit was to participate in the Strategic Planning Meeting and discuss McMahon’s process for creating a strategic plan.
McMahon Group is the foremost facilities, operations and club governance consultant in the nation, having served over 2,000 clubs and club communities nationwide and over 150 in Florida alone.
McMahon’s principals also have a long history in the Sarasota area, serving nine private clubs and communities.

THE UNIVERSITY PARK OVERVIEW

The Club serves 1,070 members inside the community and some 300 non-resident members outside the community with a full-service country club offering. Its pride-and-joy facilities include its excellent 27 holes of golf, tennis, pickleball, grill dining, fitness, a varsity Club building and croquet recreation activities. These all provide a special semi-private club, primarily for residents, but also for pay-for-play non-resident golfers, generating over $2 million in outside revenue to support Club operations annually.
The Club was turned over to the members from the developer about five years ago and now has a strong management team that serves both the Club and the HOA with separate boards. The Club has completed improvements for the golf course, indoor/outdoor dining, the pro shop, pickleball and the golf maintenance facility since members took over ownership. Within the last several years, the membership has significantly increased, which has provided capital to maintain facilities.
The Club entity is very unique, being a recreational district entity run by a small Board, much like a municipality per Florida law.

THE OPPORTUNITIES FOR UNIVERSITY PARK

The Club and surrounding Community are one of the nicest and best-located residential living areas in Sarasota/Bradenton. The 1,200-acre, 1,201-Homes Community has a great, convenient location, a beautiful, natural-landscape site, wonderful lakes, and housing that ranges in value from $400,000 to several million.

The Club’s facilities are being planned for an ever-improving Club, with a pending facility improvement program awaiting court approval to proceed. The Club’s management is doing a great job in improving and reinvesting not only in facilities, but in social programs, golf facilities, indoor/outdoor dining, clubhouse upgrades, recreation facilities and services. The Club serves its 1,201 members with about 400+ Golf members, 100+ Racquet members and 700+ Social members, with the golf, dining and recreation continually improving because of a dedicated Board leadership and management team.
Management shared that there is an unusual dichotomy going on now at the Club. A small group of members want the Club to bring in a commercial management team they believe will run the club more efficiently. The overall Club membership, however, seems to want to continue improving the Club facilities and offerings to enhance the Community’s quality and to improve home property values. It seems that a forthcoming Board election could decide the future of how the Club is operated, as well as and the level of service that it offers.

The Club has wisely invested in upgrades to member dining areas, its golf course irrigation system and other essential golf infrastructure; however, several key facilities remain outdated. Most notably, the kitchen is undersized for current dining operations, impeding efficiency and compromising the overall dining experience. Similarly, the fitness facility is undersized and does not meet the current expectations of discerning members and prospective buyers. Insufficient space restricts personal training and group classes, compromising both safety and comfort for members.

To maintain a competitive edge in the market, it is important for the Club to prioritize enhancements to the kitchen, the fitness facilities, and other key amenities that drive member engagement. Additionally, the McMahon Group has noted shortcomings in the administrative office space, emphasizing the need for a modernized and efficient facility to support the Club’s growing operational demands.

The Croquet, Tennis, and Pickleball courts currently appear to meet member demand, and as the club’s recreational offerings evolve, McMahon anticipates these amenities may require strategic expansion to keep pace with future growth. Bocce ball is not currently offered, though it is recognized in many clubs as an affordable, crowd-pleasing activity.
The Club endured significant challenges from two major hurricanes last year, directly impacting the community, which exacerbated existing wear and tear on its buildings and grounds. Visible signs of aging exist, underscoring the need for adequate capital reserve funding and appropriate operating budget allocations for ongoing maintenance. Addressing these issues is essential to sustain the Club’s appeal to current members and prospective homebuyers in a competitive market.

Mc MAHON GROUP’ S RECOMMENDATION - THE PHASES FOR PLANNING :

Phase One – Foundation and Process Alignment:

Overview

The foundation of successful strategic planning begins with thorough preparation and ensuring all stakeholders are aligned on the process, timeline, and objectives. Phase One establishes the groundwork for the entire strategic planning engagement by gathering historical context, reviewing previous member input, and securing unanimous buy-in from leadership through two comprehensive initial strategic planning meetings designed to establish the scope of work, timetable of events, and build consensus among all parties on the planning objectives.

McMahon would officially begin our work on November 1. To maximize the effectiveness of our engagement from day one, we respectfully request that the club provide us with certain background materials for review prior to November 1. Specifically, we would like to receive any past focus group and survey results generated over the past 4 years, plus everything related to the capital project that was approved two years ago. This would include survey instruments, results reports, raw data, focus group summaries, member feedback, complete capital project documentation (scope, plans, budgets, actual costs, member presentation materials, voting results, and post-project evaluations), as well as relevant financial information, governance documents, membership data, and operational materials. Having these materials available for advance review will allow our team to develop a comprehensive understanding of the Club's history, previous member input, and current positioning before the initial joint planning meeting in early November.

To ensure maximum member participation and avoid survey fatigue, McMahon respectfully requests that no additional surveys of the membership be conducted after the onset of this engagement, except for the surveys outlined within this agreement. Limiting survey activity during the strategic planning period will help achieve optimal response rates and maintain member engagement throughout the process.

Scope of Work

Pre-Engagement Information Collection and Review Materials Requested:
We will request all past focus group and survey results generated over the past 4 years, plus all significant materials related to the capital project that was approved two years ago. This comprehensive information gathering will include:

Historical Survey and Focus Group Data: All survey instruments, results reports, raw data files, focus group summaries, key themes, and any member feedback from town halls or other engagement efforts conducted over the past 4 years
Capital Project Documentation: Complete information on the capital project approved two years ago, including project scope and specifications, architectural plans and renderings, original

budgets and actual costs, funding plan and financing structure, member presentation materials (booklets, PowerPoint presentations), voting procedures and results, project timeline (planned vs. actual), post-project evaluation, and member feedback received during and after completion
Financial Records: Current operating budgets, capital budgets, reserve studies, membership dues schedules, initiation fee structures, and multi-year financial trends to understand the club's current financial position
Governance Documents: Bylaws, standing rules, Board meeting minutes from the past 12 months, committee structures, and any existing strategic documents that guide club operations
Membership Information: Current membership counts by category, demographic data, initiation fees, waiting lists (if applicable), resignation trends, and new member patterns
Operations Overview: Staff organizational charts, departmental budgets, service standards, and documented operational challenges
Facility Information: Any existing master plans, deferred maintenance lists, recent capital improvements, and facility condition assessments

All materials provided will be treated with strict confidentiality and used solely for understanding University Park Country Club's context and ensuring the strategic planning process builds effectively on the Club's previous work. We recognize this is a comprehensive request and understand that not all documentation may be available—if certain items don't exist or gathering materials creates a burden, please let us know and we can prioritize accordingly. Electronic files via email or file sharing service are preferred, though we can arrange for hard copy materials if necessary.

Review and Analysis:

McMahon's consulting team will conduct a review of all materials received to understand the Club's history, identify recurring themes and priorities from previous member feedback, assess how member priorities may have evolved over the past 4 years, evaluate the success of the previously approved capital project, understand what strategic initiatives were previously recommended and their implementation status, identify gaps in previous research that should be addressed in the new strategic issues survey. This advance preparation will ensure our team arrives informed and ready to facilitate productive strategic planning discussions at the first meeting.

Two Initial Strategic Planning Meetings

Conducting the two initial strategic planning meetings to establish the scope of work, timetable of events and to build consensus among all parties on the planning objectives represents a critical foundation for the entire engagement. These meetings ensure all stakeholders—the Board, Strategic Planning Committee, and management—are aligned and committed to the planning process before moving forward with survey research and strategic plan development. All timelines are tentative and subject to change based on circumstances.

Meeting #1: Initial Joint Planning Meeting
Date: Late October/Early November 2025 (specific date TBD based on Club calendar)
Time: 9:00 AM – 1:00 PM (4 hours)
Location: University Park Country Club

Participants: Strategic Planning Committee members, Board of Directors, General Manager, and McMahon Group representatives

Meeting Summary:

The initial joint planning meeting serves as the foundation for the entire strategic planning engagement, bringing together all key stakeholders to establish consensus and alignment before work begins.
McMahon will open the meeting by asking Management to briefly review historic Club data and a review of the Club's historical planning materials, including four years of surveys and focus groups, plus a brief review of the capital project and bond issue previously approved.

McMahon will provide a detailed explanation of our strategic planning methodology, walking through each of the phases, the role of the committee and how surveys will be used in gathering member input, how that input drives strategic plan development, and outline the expected deliverables and timeline for the entire process.

The meeting will then transition to an interactive discussion where all participants will have the opportunity to share their perspectives on the most critical issues facing University Park today, what has changed since previous planning efforts, what was learned from the capital project experience, and what opportunities and challenges lie ahead. This facilitated conversation ensures all voices are heard and builds shared understanding across the Board, Strategic Planning Committee, and management team.

McMahon will then present the timeline for all four phases, identifying specific dates and milestones showing what we want to achieve by certain dates throughout the engagement. The group will review and discuss this timeline, making any necessary adjustments based on the Club's calendar and priorities, and ultimately accepting the planning process and schedule. A critical component of the meeting will be developing consensus on how we keep the membership involved throughout the process, including communication frequency, methods, key messages at each phase, and member touchpoints for feedback and engagement.

The meeting will conclude with final questions and clarifications, confirmation of roles and responsibilities for all parties, and securing unified buy-in and commitment to proceed with the strategic planning process.

Post-Meeting #1 Deliverables:

Within one week following Meeting #1, McMahon will work with UPCC staff to provide documentation including:

Meeting minutes capturing discussions and decisions (in cooperation with University Park staff)
Finalized and accepted strategic planning timeline with specific dates and milestones showing what we want to achieve by certain dates
Roles and responsibilities matrix for all parties (Board, Strategic Planning Committee, management, McMahon)

Member communication framework detailing how we keep the membership involved throughout the process
Action items list with any other assignments and deadlines

Meeting #2: Survey Review and Approval Meeting
Date: Mid-to-Late November 2025 (approximately 2 weeks after Meeting #1)
Time: 9:00 AM – 1:00 PM (3-4 hours)
Location: University Park Country Club (or Zoom option available)
Participants: Strategic Planning Committee members, Board representatives, General Manager, key department heads, and McMahon Group representatives

Meeting Summary:

McMahon will begin the meeting by reviewing notes from previous meeting and sharing key themes and insights developed from the committee, Board leadership, and management, and discuss priority issues identified by different stakeholder groups, areas of consensus and divergence, and how these findings shaped the draft strategic issues survey.

The core of the meeting will be a detailed, section-by-section review of the draft strategic issues survey developed by McMahon. The survey will cover all critical strategic aspects of Club operations including importance, satisfaction, and value, facility priorities, golf experience, racquet sports, dining programs, social programming, additional amenities, member services and communications, governance and leadership, financial considerations and willingness to fund improvements, strategic vision and priorities, open-ended feedback questions, and demographics for crosstab analysis.

For each section, McMahon will present the proposed questions and ask if any critical issues are missing, and if any questions should be added, deleted, or modified. This collaborative review process ensures the survey addresses all issues important to University Park while maintaining the benchmark questions that allow comparison to McMahon's national database.

Following the survey content review, McMahon will present the distribution and response maximization strategy, including the target distribution date in late November before Thanksgiving, the email distribution method to all members and spouses, the survey platform, and the three (or four) week collection period closing in December.

The group will review and approve pre-launch communications from the Board President and/or Committee announcing the survey and emphasizing the importance of member participation. McMahon will outline the comprehensive response maximization strategy, including multiple email reminders throughout the collection period, on-site promotion through digital displays and table tents, personal encouragement from Board and committee members, progress updates to the membership, and a target response rate of fifty percent or higher.

The meeting will conclude with final approval of the survey for distribution, confirmation of the distribution timeline and timetable of events for the survey period, agreement on the pre-launch

communication approach, clarification of roles and responsibilities during the survey period, and preview of the next steps including results presentation in early January.

Post-Meeting #2 Deliverables:

Within one week following Meeting #2, McMahon will provide:

Final Strategic Issues Survey ready for distribution, incorporating all approved changes
Meeting minutes documenting survey review discussions and decisions (in collaboration with UPCC Staff)
Suggestions on pre-launch member communications
Survey distribution timeline and timetable of events
Action items list for survey launch preparation

Between Meeting #2 and survey launch, as part of Phase Two, McMahon will program the survey into our online platform, coordinate testing with Club staff, resolve any technical issues, and assist the Club with a timeline for distribution in late November as agreed.

Summary of Phase One Investment and Deliverables Duration: October 2025 – November 2025 (4 weeks)

This investment covers conducting the two initial strategic planning meetings to establish the scope of work, timetable of events and to build consensus among all parties on the planning objectives, inclusive of all facilitation, preparation, materials, and reports that follow each session.

Complete Phase One Deliverables:

Meeting #1 facilitation (3-4 hours) with Strategic Planning Committee, Board, and management
Meeting #1 report package including:
Work with staff to compile meeting minutes
Finalized strategic planning timeline showing scope of work and timetable of events
Member communication framework
Action items list
Draft Strategic Issues Survey incorporating focus group findings and historical context
Meeting #2 facilitation (3-4 hours) for survey review and approval
Meeting #2 report package including:
Final approved survey ready for distribution
Work with staff to compile meeting minutes
Provide samples of Pre-launch communications
Survey distribution timeline
Action items list
Survey programming, testing, and preparation for launch

Expected Outcomes

By the conclusion of Phase One, the Club will have:

McMahon's team informed about the Club's history, previous planning efforts, and current context through comprehensive review of four years of documentation
Established scope of work for the entire strategic planning engagement with clear deliverables at each phase
Agreed-upon timetable of events showing what we want to achieve by certain dates throughout the seven-month process
Consensus among all parties (Board, Strategic Planning Committee, and management) on the planning objectives and approach
A thorough understanding of McMahon's strategic planning methodology and how each phase builds toward the final strategic plan
Unified buy-in and commitment from all leadership groups, ensuring everyone is aligned and ready to proceed
Clearly defined roles and responsibilities so everyone knows what is expected of them
Established protocols and framework for how we keep the membership involved and engaged throughout the process
Finalized strategic issues survey for distribution to all member households
Approved member communications strategy
Strong foundation for successful execution of subsequent planning phases

PHASE TWO: STRATEGIC ISSUES SURVEY AND MEMBER RESEARCH

Overview

Building upon the foundation established in Meeting #1, Phase One, Phase Two begins by focusing on capturing current member perspectives through the comprehensive strategic issues survey to commence in November and have results by January for beginning the actual strategic planning process. This research will complement the work conducted over the past four years, providing fresh data that reflects the club's current position and members' evolving priorities. The survey basic fee of $27,000 includes the execution of the strategic issues survey and could require 2 survey visits for presenting results and facilitating analysis sessions with club leadership.

Immediately following Meeting #1 of Phase One, McMahon will develop a customized survey that merges input received from leadership with standard questions about the member experience that we can benchmark against our database. Given that University Park has previously conducted surveys, some areas may have been thoroughly addressed in prior research.

The strategic issues survey will be carefully tailored to complement the Club's recent research efforts. During Phase One, McMahon's review of survey data from the past four years will identify which areas were thoroughly evaluated recently and may not require extensive re-surveying, such as golf operations or specific amenities that were the subject of recent detailed surveys. This analysis will help ensure the strategic issues survey focuses efficiently on areas most critical to strategic planning.

The comprehensive strategic issues survey will cover essential aspects of Club operations and member experience necessary to help guide strategic planning decisions. The survey content may include suggested topics such as overall member satisfaction and value (satisfaction with membership, value received for investment, likelihood to recommend the Club, and overall atmosphere and culture), member services and communications (quality of staff interactions, effectiveness of communications, technology and digital services, and preferred communication channels), and governance and leadership (confidence in Board leadership, effectiveness of Club governance, and transparency of decision-making).

Depending on what previous surveys have addressed, a portion of the survey may focus on facility priorities and improvements, measuring satisfaction with current facilities, priority improvements and renovations, importance of various enhancement options, and utilization patterns. For operational areas not thoroughly evaluated in recent surveys, McMahon will include appropriate assessment questions. For areas McMahon determines were adequately addressed in previous research, we may incorporate summary questions or trend-tracking questions rather than repeating extensive questioning. This approach respects members' time and the Club's previous research investment while ensuring all critical strategic questions are answered.

A critical component of the survey addresses financial considerations, including members' willingness to support facility improvements, preferred funding mechanisms such as assessments, dues increases, or bonds, acceptable investment levels for various improvement scenarios, and understanding of the Club's financial position. Strategic vision questions will capture members' vision for the Club's future, priorities for the next five to ten years, importance of various strategic initiatives, and competitive positioning

preferences. The survey will include open-ended questions allowing members to provide detailed written feedback on their top priorities for club improvement, what they value most about the club, concerns or suggestions, and their vision for the club's future. Finally, demographic and usage questions will collect information on membership category and tenure, age and household composition, frequency of club use by amenity, distance from club, and other relevant characteristics for crosstab analysis.

McMahon's survey will focus on strategic issues that require current member input for strategic planning purposes, avoiding unnecessary redundancy with recent survey work, when possible.

Scope of Work

Customized Survey Instrument Development

Following the completion of Phase One Meeting #2, where the draft survey is reviewed and approved, McMahon will finalize the customized strategic issues survey. McMahon will then program the survey into our online platform, coordinate testing with club staff, resolve any technical issues, and assist the Club with a timeline for distribution in November.

Survey Distribution and Execution

After the final survey is approved by the Board and Committee at Phase One Meeting #2, it will be distributed in digital format to all members and spouses in all categories of membership, preferably before Thanksgiving. The survey will be distributed via email with personalized links to ensure one response per member and spouse while maintaining complete confidentiality of individual responses. The survey will be programmed into McMahon's professional online platform, optimized for completion on computers, tablets, and mobile devices.

Typically, over half of all surveys are returned for tabulation and we would work with the Club during the return period to stimulate as much response as possible. This includes multiple email reminders sent throughout the response period (typically three to four reminders), on-site promotion through digital displays in the clubhouse, table tents in dining areas, and bulletin board postings, personal encouragement from Board members and committee chairs who will actively encourage participation, progress updates to the membership showing current response rate and encouraging non-respondents to participate, and clear communication about the survey deadline in mid-December.

The Club's management team will coordinate on-site promotional efforts, provide staff with talking points for encouraging member participation, and monitor progress daily to identify when additional outreach may be needed. Board members and Strategic Planning Committee members will model participation by completing the survey promptly and personally encouraging other members to participate. McMahon will monitor response rates continuously and provide regular updates to Club leadership, recommending additional strategies if response rates need boosting. Our target is to achieve a response rate of fifty percent or higher, consistent with McMahon's average response rate for similar surveys at other clubs.

The survey collection period will remain open for three to four weeks, with a target closing date in mid- December before the holiday season intensifies. This timing allows adequate time for members to participate while avoiding the busy holiday period.

Comprehensive Data Analysis

The surveys will be returned directly to McMahon, and McMahon Group will tabulate and analyze the results. This will include a set of crosstabs across important segments including age, member category, gender, membership tenure and other characteristics. We will also compare the results to the McMahon database benchmarks to show relative strengths and weaknesses.

McMahon's research team will conduct sophisticated quantitative analysis of all survey responses, beginning with overall results including mean scores, frequency distributions, and statistical significance testing for all questions. We will rank priorities and satisfaction levels to identify highest and lowest rated areas across various aspects of club operations addressed in the survey. The crosstab analysis will examine how different demographic segments responded to each question, providing critical insights into differing perspectives and priorities across the membership. Key demographic segments for analysis include age groups, membership category, membership tenure, gender, household composition, geographic proximity to the club, frequency of use patterns, golf versus non-golf members, and primary amenity usage patterns.

Priority analysis will include importance versus satisfaction matrices that identify critical improvement areas where members place high importance but express lower satisfaction, gap analysis showing the largest discrepancies between expectations and performance, and investment priority rankings based on member input. The benchmark comparison to McMahon's national database will show how University Park performs relative to peer clubs, identify relative strengths and competitive advantages, highlight areas where performance lags similar clubs, and provide percentile rankings on key metrics. Correlation analysis will examine relationships between satisfaction drivers and overall satisfaction, identify factors most strongly predicting member loyalty and engagement, and assess the potential impact of various improvements on overall value perception.

In addition to quantitative analysis, McMahon will conduct thorough qualitative analysis of all open- ended responses. This includes thematic coding and analysis to identify recurring themes, concerns, and suggestions mentioned by members, representative member quotes that illustrate key points, synthesis of qualitative feedback with quantitative findings to provide deeper understanding, and sentiment analysis of written comments to gauge overall tone and emotional reactions. This combination of quantitative and qualitative analysis provides a summary of member perspectives and priorities.

Comprehensive Survey Report

McMahon will prepare a survey report providing complete documentation of all research findings. The report will begin with an executive summary highlighting key findings and major themes, critical insights for strategic planning, priority areas for improvement, notable strengths to preserve and enhance, member priorities for investment, comparative performance to benchmark clubs, and strategic implications and recommendations.

The detailed findings section will present complete results for every survey question, certain crosstab analysis showing how different member segments responded, charts graphs and data visualizations for easy interpretation, detailed analysis of significant demographic segment differences, benchmark comparisons with national database showing percentile rankings, statistical analysis of significance, and priority matrices and gap analyses.

The open-ended feedback analysis section will present thematic analysis of qualitative responses, identify the most frequently mentioned suggestions and concerns, provide representative member quotes organized by topic, and include edited verbatim comments to give voice to member perspectives while protecting confidentiality. The strategic implications section will offer McMahon's professional interpretation of findings, recommended priorities based on member input, opportunities identified through the research, considerations for strategic planning in Phase Three, facility improvement priorities with member support levels, program and service enhancement recommendations, and financial and governance implications.

Survey Results Presentation and Analysis Sessions (One Site Visit)

McMahon will conduct one comprehensive site visit (or Zoom session if preferred) to present survey findings.

The Phase Two site visit will occur in early January, after the survey data analysis and report are complete. This half-day strategic working session combines presentation of comprehensive survey findings with collaborative analysis to translate results into strategic direction for Phase Three.

McMahon will begin by presenting the comprehensive survey findings to the Board and Strategic Planning Committee, walking through all major findings from the survey and highlighting key themes, critical insights, priority improvement areas, notable strengths, and benchmark comparisons. The presentation will be highly visual, using charts, graphs, and data visualizations to make findings accessible and engaging. McMahon will facilitate interactive discussion after the initial presentation, allowing Board and committee members to ask questions, share reactions, and begin processing the implications of the findings.

The session will move beyond simply reviewing results to discussion on what the findings mean for University Park's strategic direction. The group will identify areas of consensus where member priorities are clear and action paths may be evident, as well as areas requiring further discussion where trade-offs or difficult decisions may be necessary. By the end of this half-day session, the group should have identified some possible immediate improvement priorities, established a few preliminary themes that will guide the strategic plan development in Phase Three, and understood different perspectives across demographic segments.

An primary component of this session will be determining steps for member communication about the survey results. McMahon will work with the group to develop the approach for communicating findings to the membership, including key messages to emphasize, timing of communications, and format for sharing results. This ensures the member communication strategy is aligned with leadership's strategic direction and messaging.

This site visit ensures that survey results are thoroughly understood by all leadership groups, and appropriately communicated to the membership. The investment in this facilitated analysis session maximizes the value of the survey research to drive informed strategic decision-making rather than simply sitting in a report.

Member Communication of Results

McMahon will develop a summary letter that can be sent to all members to apprise them of the results. Following the presentation and strategic analysis session, McMahon will develop a summary report that can be sent to all members within 2 weeks of the presentation. This member summary communication will highlight overall participation and response rate, thank members for their participation, present key findings and major themes identified in the survey, outline top priorities identified by members, celebrate notable strengths and positive aspects of the Club, explain areas that will receive focus in strategic planning based on member input, and describe next steps in the planning process.

The member summary will be written in accessible language, focusing on what members most want to know: that their input was heard, what the overall results showed, and how their feedback will be used. This communication demonstrates the Club's commitment to transparency and responsiveness, builds trust in the planning process, maintains member engagement and enthusiasm for the work ahead, and sets the stage for Phase Three strategic plan development. (McMahon recommends the detailed survey report be made available to members who wish to review full findings through a printed copy that is available to review at the Club.)

McMahon will work with Club management to ensure the member communication is distributed within two weeks of the Board presentation, maintaining momentum and demonstrating that leadership values and acts upon member input. This timely communication reinforces that the strategic planning process is member-driven and transparent.

Summary of Phase Two Investment and Deliverables
Duration: November 2025 – January 2026 (10-12 weeks estimated)

Key Deliverables

Customized strategic issues survey instrument incorporating input from Board, Strategic Planning Committee, and management, and building upon previous survey research
Professional online survey
Professional Survey distribution and collection management
Guide the Club through multiple member communications and reminder campaigns throughout collection period
Comprehensive data analysis including extensive crosstabs across all demographic segments
Detailed survey report with complete findings and analysis, including certain benchmark data
Executive summary
Site visit: In-person presentation of findings to Board and Strategic Planning Committee (90-120 minutes) and a strategic analysis and member communication planning session (3-4 hours)

Member summary report developed and ready for distribution within 2 weeks following presentation
Digital files of all survey data and reports will be provided to Club

Expected Outcomes

By the conclusion of Phase Two, the Club will have:

Current, comprehensive data on member perspectives on strategic issues critical for planning.
Understanding of member priorities for facility improvements, with specific rankings and support levels for various projects
Identification of strengths to preserve and enhance
Identification of areas requiring attention and improvement
Demographic analysis revealing perspectives across member segments, allowing strategic planning to address diverse needs
Benchmark comparison showing University Park's performance relative to peer clubs nationwide, providing objective context for assessing club operations
Solid data foundation for developing strategic plan in Phase Three
Member communication strategy and summary report ready for timely distribution to all members

Stand-Alone Value:

Even independent of the subsequent strategic planning work, the survey provides immediate value to Club operations. The research offers current feedback on member perspectives on strategic issues, allowing management to identify quick wins for operational improvements that can be implemented immediately. The survey demonstrates leadership's commitment to member input, building goodwill and engagement with the membership. The data creates a current baseline for measuring future progress, allowing the club to track improvements over time. Member participation in the survey itself increases engagement and investment in the club's future, as members feel their voices matter and are being heard. By building upon previous survey work rather than starting from scratch, the survey respects members' time and the Club's previous research while gathering the specific strategic information needed for planning.

Strategic Planning Value:

The survey becomes the essential foundation for all strategic planning work in Phase Three. It provides data-driven justification for all strategic decisions, replacing opinions and assumptions with factual member input. The research offers member validation of priorities and initiatives, ensuring strategic plan aligns with what members actually want rather than what leadership assumes they want. Clear direction on where to focus resources emerges from the priority rankings and satisfaction gaps identified in the survey. The survey builds support for necessary investments and changes by demonstrating member demand and willingness to fund improvements. Most importantly, the survey serves as a consensus- building tool for leadership, helping Board and committee members align around shared priorities supported by data rather than debating based on individual perspectives.

This is typically a two to three-month process from survey launch in November through final results presentation ideally in January, positioning the club perfectly to begin strategic plan development in Phase Three. Extending the survey timeline will undoubtedly affect its completion date.

Tentative Timeline:

Week 1 (Late November): Survey distributed to all members and spouses; collection period begins
Week 2-4 (December): Active survey collection period with multiple reminders and encouragement
Week 4 (Mid-December): Survey closes; data collection complete
Week 5-7 (Late December - Early January): Comprehensive data analysis, crosstab analysis, benchmark comparisons, qualitative analysis, and report preparation
Week 8-9 (January): Final Survey Report Complete.
Week 9-10 (Early/Mid-January): Results presentation to Board and Strategic Planning Committee, followed by planning session
Week 11-12 (Late-January, Early February): Member summary report developed and distributed to all members

With survey findings documented, and a member summary distributed to the full membership, the Club is ready to begin Phase Three strategic plan development with solid data-driven foundation and clear member mandate for action.

PHASE THREE: STRATEGIC PLAN DEVELOPMENT

Overview

Phase Three represents the core strategic planning work, where member input, leadership vision, and operational realities converge to create a comprehensive strategic plan for University Park Recreation District. Building upon the survey results from Phase Two and the historical context from Phase One, this phase will produce a detailed roadmap for the Club's future that balances member priorities with financial sustainability and operational excellence. McMahon will facilitate an intensive, collaborative planning process to develop strategic goals, action plans, and implementation frameworks across all critical areas of club operations.

Scope of Work

Pre-Planning Preparation and Strategic Issues Assessment

Following the survey results presentations and strategic analysis sessions completed in Phase Two, McMahon will work with the Strategic Planning Committee and General Manager to prepare for the strategic planning process. In preparation for the strategic planning sessions, each Board member and Strategic Planning Committee participant will complete a brief pre-retreat questionnaire to help set the agenda and priorities for the planning work. This pre-retreat survey for the Club's leadership will capture individual perspectives on the Club's most pressing challenges, highest priorities for strategic focus, facility needs and opportunities, governance and operational considerations, and vision for the Club's future direction.

McMahon will analyze the responses from this brief leadership strategic issues assessment along with the comprehensive member survey results from Phase Two to develop a clear understanding of both member priorities and leadership perspectives. This dual input ensures the strategic planning process addresses both member needs and the operational and governance realities understood by club leadership.
McMahon will use these insights to develop the agenda and focus areas for the strategic planning sessions, ensuring time is spent on the issues that matter most.

First Site Visit: Strategic Planning Retreat Timing: Late January or Early February 2026
Format: Half-day strategic planning retreat (3-5 hours, can be conducted in-person or via Zoom)

Participants: Strategic Planning Committee, General Manager, and McMahon Group representatives

The meeting is structured as a comprehensive strategic planning retreat bringing together key leadership to develop the Club's strategic direction. This intensive half-day session follows McMahon's proven strategic planning methodology developed over 800+ strategic plans and will be moderated by McMahon's experienced club consultants.

Strategic Planning Retreat Agenda:

Introduction and Context Setting

The retreat will begin with an introduction by the Board President or Strategic Planning Committee Chair establishing the importance of the planning work and the commitment to developing a member-driven strategic plan. The General Manager will provide a State of the Club presentation covering current operations, financial position, recent accomplishments, current challenges, and emerging opportunities.
This presentation sets the context for strategic discussions by ensuring all participants understand the club's current reality.

Review and Discuss Research Findings

McMahon will present a brief review of the membership survey findings from Phase Two, highlighting key themes, priority areas identified by members, strengths to preserve and build upon, areas requiring attention and improvement, member willingness to fund various improvements, and demographic differences in perspectives and priorities. The pre-planning questionnaire results from Board and Strategic Planning Committee members will also be presented, showing leadership perspectives on strategic priorities and challenges. This dual presentation ensures both member input and leadership insight inform the strategic planning discussions.

Analyze the Club's Strategic Position (SWOT Analysis)

McMahon will facilitate a SWOT analysis where participants identify and discuss:

Strengths: What does University Park do exceptionally well? What competitive advantages does the Club have? What resources and capabilities can be leveraged? What do members value most?
Weaknesses: What areas need improvement? Where are there operational or facility limitations? What internal challenges must be addressed? Where does the Club underperform relative to member expectations?
Opportunities: What external opportunities can the Club capitalize on? What demographic or market trends favor the Club? What new programs or services could enhance member satisfaction? What facility improvements would drive significant value?
Threats: What external challenges face the Club? What competitive pressures exist? What demographic or cultural trends could negatively impact the Club? What risks must be managed?

In addition to SWOT analysis, the group will identify Key Success Factors—the critical elements that must be in place for University Park to achieve its vision and remain competitive. This analysis provides the strategic foundation for goal setting and action planning.

Identify the Club's Mission and Vision

McMahon will facilitate discussions to review and potentially revise the Club's Mission Statement, ensuring it clearly articulates University Park's fundamental purpose and reason for existence. The group will examine or develop the Club's Vision Statement, describing what the Club aspires to become over the

next three to five years. Core Values that guide club decisions and actions will be affirmed or established, creating a values framework that will inform all strategic decisions. This foundational work ensures the strategic plan is built on a clear sense of identity and direction.

Establish Goals for Achieving the Mission

Based on the SWOT analysis, survey findings, and mission/vision work, McMahon will guide the group in establishing strategic goals across all critical areas of club operations. The strategic goal areas will be customized for University Park but typically include:

Financial Stewardship and Sustainability: Long-term financial stability, reserve funding, dues and fee structure optimization, revenue enhancement, and cost management
Compelling Member Experience: Overall member satisfaction, service excellence, member retention, new member integration, and multi-generational appeal
The Golf Experience: Course conditions, golf operations, player development, programming, and practice facilities
Racquet Sports Excellence: Program quality, facility conditions, instruction, competitive opportunities, and junior development
Favorite-Place Dining: Food quality, menu variety, service standards, atmosphere, and operational efficiency
Social Programming and Member Engagement: Event quality and variety, family programming, adult social opportunities, and community building
Fitness and Wellness: Facility quality, programming, instruction, and integration with overall club experience
Commitment to Staff and Management: Competitive compensation, recruitment and retention, training, professional development, and organizational culture
Strategic Governance and Empowered Management: Board effectiveness, committee structure, policy governance, Board/management relationship, and leadership development
Effective Club Communications: Communication channels, member information access, transparency, technology platforms, and brand identity
Master-Planned Facilities: Facility condition and maintenance, prioritized improvement projects, phasing and implementation timeline, funding strategies, and design standards
Sustainable Membership: Membership levels and categories, initiation fees and dues structure, membership marketing and recruitment, and demographic diversity

For each strategic goal area, the group will articulate clear goal statements that describe what the Club wants to achieve and why it matters.

Develop and Prioritize Action Plans for Achieving Strategic Goals

McMahon will facilitate the development of specific action plans for each strategic goal. The group will work collaboratively to identify the steps necessary to achieve each goal, assign leadership responsibility for each action plan, establish timelines and key milestones, discuss resource requirements including financial and staffing needs, determine success metrics and how achievement will be measured, and identify dependencies and implementation considerations.

Special emphasis will be placed on facility-related action plans, given the importance of facility improvements identified in member surveys and the club's history of facility investment. The group will prioritize facility improvement projects based on member input, operational necessity, financial feasibility, and sequencing requirements. Preliminary phasing for facility improvements will be discussed, along with funding considerations and potential need for comprehensive facility master planning.

Throughout the retreat, McMahon will employ proven facilitation techniques to ensure productive discussions, build consensus around priorities, translate member feedback and strategic analysis into actionable plans, balance aspirational thinking with practical constraints, and keep the group focused on the most critical strategic issues.

As part of this retreat, the group will begin developing a comprehensive framework for the strategic plan including Mission, Vision, and Values; strategic goals across all operational areas; and preliminary action plans with responsibilities and timelines.

Strategic Plan Draft Development

Following the strategic planning retreat, McMahon will prepare the first comprehensive draft of the strategic plan document. This development work synthesizes all input from the retreat, survey results, pre- planning questionnaires, and McMahon's expertise in effective strategic planning for private clubs.

Draft Strategic Plan Structure:

The strategic plan will be organized to provide a clear, comprehensive roadmap for University Park's future. The document will begin with an Executive Summary providing an overview of the planning process, key strategic priorities, major initiatives and investments, implementation timeline overview, and expected outcomes.

An Introduction and Planning Context section will establish the purpose of the strategic plan, describe the planning process and member engagement, summarize survey results and key findings, present the SWOT analysis and strategic position assessment, and provide relevant market context and trends affecting the club.

The Mission, Vision, and Values section will present the Club's mission statement, vision for the future, core values, and guiding principles developed during the strategic planning retreat. The heart of the document will be the Strategic Goals and Action Plans section, which will address each of the strategic goal areas identified during the retreat.

Strategic Planning Committee Review Period

Once the first draft is complete, McMahon will distribute it to the Strategic Planning Committee and General Manager for detailed review. Committee members will be given time to read the document thoroughly, provide feedback and suggestions, identify areas requiring clarification or modification, and prepare questions for discussion. McMahon will be available by phone and email during this review period to address questions, clarify content, and gather preliminary feedback.

Strategic Plan Refinement and Board Preparation Timing: Late February 2026
Format: Up to two Zoom sessions to review and finalize Strategic Plan

Participants: Strategic Planning Committee, General Manager, and McMahon Group representatives

The Zoom Session(s) focus on reviewing and refining the strategic plan draft based on Strategic Planning Committee feedback and ensuring the plan is ready for Board review and member presentation.

Session Activities:

McMahon will facilitate a systematic review of the strategic plan draft, addressing each major section and soliciting detailed feedback from the committee. The session will begin with discussion of the Mission, Vision, Values, and overall strategic framework to ensure these foundational elements accurately reflect the retreat discussions. The group will then proceed through each strategic goal area, reviewing goals, objectives, and action plans for clarity, feasibility, alignment with member priorities, and practical implementation considerations.

Committee members will have the opportunity to suggest modifications, additions, or deletions based on their review of the draft. McMahon will facilitate discussions about any areas where committee members have divergent views, working to build consensus around the plan content. The group will work with McMahon to refine facility improvement priorities and phasing based on survey data, strategic importance, and financial realities.

An important component will be discussing the Board presentation strategy, anticipating potential questions or concerns, and ensuring committee members are prepared to support and advocate for the plan. By the end of the Zoom session(s), the Strategic Planning Committee and General Manager will have thoroughly reviewed and refined the strategic plan draft, reached consensus on major elements and action plans, prepared for effective Board presentation, and developed the comprehensive member presentation and feedback strategy that will occur in Phase Four. McMahon, along with staff, will document all revisions, clarifications, and decisions made during the session(s). The plan will remain in draft form, ready for Board review.

Draft Strategic Plan Document Preparation for Board and Member Review

Following the Zoom Session(s) and incorporating all refinements agreed upon by the Strategic Planning Committee, McMahon will prepare the draft strategic plan document ready for Board review. This polished draft document will include professional layout and design, clear organization and structure, and visual elements that enhance understanding.

It is important to note that this document remains a draft at this stage. The strategic plan will be finalized only after the Board has reviewed and approved the plan for member presentation, and after the membership has been given opportunity to provide input and feedback during Phase Four. This approach ensures the final strategic plan truly reflects input from leadership and the broader membership.

Summary of Phase Three Investment and Deliverables Duration: January/February 2026 – March 2026 (12 weeks)

Key Deliverables

Pre-retreat strategic issues questionnaire for Board and Strategic Planning Committee
Analysis of leadership strategic issues responses
Strategic planning retreat agenda customized for University Park
Half-day strategic planning retreat (3-5 hours) including:
State of the Club review
Membership survey findings presentation
SWOT analysis facilitation
Mission, Vision, and Values development
Strategic goals establishment
Action plan development
First draft of strategic plan document
Strategic Planning Committee review period with McMahon support
Zoom Session(s): plan refinement and presentation preparation session
Draft strategic plan document - complete version ready for Board and member review

Expected Outcomes

By the conclusion of Phase Three, the Club will have:

A draft strategic plan developed collaboratively by the Strategic Planning Committee, General Manager, and McMahon using McMahon's proven strategic planning methodology
Clear mission, vision, and values statements that guide all Club decisions and reflect the Club's identity and aspirations
SWOT analysis providing strategic context and understanding of the Club's competitive position
Strategic goals aligned with member priorities identified in survey research
Facility improvement goal with priorities identified
Consensus among Strategic Planning Committee members on priorities and action plans

Timeline Detail

Week 1-2 (Mid January): Pre-planning strategic issues questionnaire distributed and completed by Board and Strategic Planning Committee; McMahon analyzes responses and prepares retreat agenda

Week 3 (Late January/Early February): Half-day strategic planning retreat following McMahon's proven methodology: review research findings, conduct SWOT analysis, establish Mission/Vision, develop strategic goals and action plans
Week 4-6 (February): McMahon develops first draft of strategic plan document incorporating all retreat outcomes and survey findings
Week 7 (Late February): First draft distributed to Strategic Planning Committee for review; committee review period with McMahon available for consultation
Week 8 (Late February): Zoom Meeting refinement of plan
Week 9-11 (March): McMahon incorporates all revisions and prepares draft strategic plan document
Week 12 (Late March/Early April): Draft strategic plan delivered to Board

By late March/Early April, the Strategic Planning Committee and General Manager will have completed development of a draft strategic plan ready for Board review, positioning University Park to move forward with Phase Four where the plan will be presented to the membership for their input and feedback before final approval and adoption.

PHASE FOUR: BOARD FINALIZATION AND MEMBER PRESENTATION

Phase Four focuses on finalizing the strategic plan with the Board and presenting it to the members for their input, then making final edits. This phase is critical for building broad-based support for implementation, ensuring transparency in the planning process, and incorporating member feedback before final adoption. The scope and investment for Phase Four would be invoiced as additional McMahon services when the requested services are determined.

Phase Four begins with Board review and approval to present the plan to the membership, followed by member presentation forums where members provide input and suggestions, and concludes with final edits and adoption of the strategic plan. This inclusive process ensures the final plan truly represents both leadership vision and member priorities. The specific services and scope for Phase Four will be customized based on the Club's needs, the complexity of the strategic plan, and the desired level of member engagement.

Overview

Following the completion of the draft strategic plan in Phase Three, McMahon will work with the Strategic Planning Committee and Club leadership to prepare for a comprehensive Board review. The goal of this initial Board review is to secure approval from the Board to present the plan to the membership for their input.

McMahon will prepare materials and support for presenting the draft strategic plan to the full Board of Directors. This presentation will provide an overview of the entire strategic planning process, highlight how member survey input shaped the plan's priorities, present the Mission, Vision, and Values developed during the planning process, review strategic goals and action plans across all operational areas, detail facility improvement priorities, discuss financial implications and funding considerations, and outline any proposed implementation framework.

Following the presentation, the Board will have opportunity for thorough discussion of the draft strategic plan. McMahon will facilitate or support these discussions as needed, helping to address questions and concerns. It is normal at this stage for some refinements to be made based on Board input. McMahon will work with the Strategic Planning Committee to incorporate any Board-requested modifications while maintaining alignment with member survey priorities.

Once the Board is satisfied with the draft strategic plan, a formal vote will be taken to approve presenting the plan to the membership for their input and feedback. This approval represents the Board's endorsement of the strategic direction while acknowledging that member input may lead to further refinements before final adoption.

Once the Board has approved the draft strategic plan for member presentation, McMahon will work with Club leadership to develop comprehensive, compelling materials for sharing the plan with the full membership. These materials will be designed to effectively communicate the strategic plan in accessible formats that allow members to understand the recommendations, and see how their survey input shaped the plan's priorities.

McMahon will work with club management and the Strategic Planning Committee to develop a communication strategy including timing and sequence of communications to members, channels for distribution, messaging framework emphasizing the member-driven process, and schedule for member feedback opportunities.

With member input incorporated, the strategic plan will return to the Board for final review and formal adoption. McMahon will prepare materials for the final Board meeting including the revised strategic plan document, summary of member feedback received, explanation of modifications made in response to member input, and rationale for maintaining elements despite any concerns raised.

The Board will vote on formal adoption of the strategic plan, establishing the plan as the official guiding document for the Club's direction over the next three to five years. Following Board adoption, McMahon will assist with final communication to the membership about the approved strategic plan, including adoption announcement and distribution of the final approved plan.

CONCLUSION

Our team at the McMahon Group is genuinely enthusiastic about the opportunity to partner with University Park Recreation District in developing a clear, member-driven strategic vision for the future. We recognize and value the important groundwork already established over the past four years through focus groups, surveys, and capital planning efforts. Our approach is designed to honor that investment while providing the fresh insights, current data, and structured planning process needed to move forward with confidence and consensus.

The seven-month strategic planning engagement we've outlined represents a proven methodology refined through work with over 2,000 clubs nationwide. This is not a theoretical framework, but a practical process that consistently produces actionable plans that clubs implement. Our track record demonstrates that when clubs engage their members through comprehensive surveys, analyze data objectively, and plan collaboratively with both leadership and membership involvement, they make better decisions, build stronger consensus, and achieve superior outcomes.

University Park Recreation District stands at an important decision point. The work done over the past several years has created awareness and expectations among your membership. The capital project approved two years ago demonstrated the Club's willingness to invest in its future. Now is the time to build upon that momentum with comprehensive strategic planning that will guide your Club for the next three to five years and beyond.

The proposed timeline allows for thorough, inclusive planning while maintaining momentum. The seven- month process from November 2025 through June 2026 provides adequate time for comprehensive member research, collaborative strategic planning, Board review and refinement, member input and feedback, and final adoption. The phased approach ensures each stage builds upon the previous work, creating a strategic plan that truly reflects the collective wisdom of leadership and membership.

We don't just create plans—we partner with clubs to develop strategies that get approved and implemented. We facilitate the difficult conversations, build consensus across diverse perspectives, and

provide the expertise and objectivity that internal teams cannot provide themselves. Our success is measured not by the documents we produce, but by the positive changes clubs achieve after our engagement.

David Dew will serve as your dedicated project manager throughout this engagement, supported by Bill McMahon, SR. and the McMahon Group's team of specialists in survey research, strategic planning, facility assessment, financial analysis, and member engagement.

We invite you to contact us with any questions about this proposal. We are available to meet with your Board, Strategic Planning Committee, or other leadership groups to present our methodology in greater detail and answer questions.

Once you provide us with an executed Consulting Services Agreement, we are prepared to begin immediately with Phase One, gathering and reviewing your historical planning materials and scheduling the initial joint planning meeting for early November as outlined.

Thank you for considering McMahon Group as your strategic planning partner. We look forward to the opportunity to work with the leadership, membership, and staff of University Park Recreation District to create a strategic plan that positions your club for a successful and vibrant future.

Most Respectfully,

William P. McMahon, Sr., AIA	David Dew, CCM	
Founder
McMahon Group, Inc.	Operations Management Director McMahon Group, Inc.	
Attachments		

October 17, 2025
CONSULTING SERVICES AGREEMENT 
between
UNIVERSITY PARK RECREATION DISTRICT 
Sarasota, Florida
and
Mc MAHON GROUP, INC.
St. Louis, Missouri

McMahon Group will provide the following consulting services for the University Park Recreation Districts’ club (hereinafter referred to as “the club”):

BASIC SERVICES
PHASE ONE – FOUNDATION AND PROCESS ALIGNMENT
McMahon Group will meet with the Board, Strategic Planning Committee and executive management team for establishing the groundwork for the entire strategic planning engagement by gathering historical context, reviewing previous member input, and securing unanimous buy-in from leadership through two comprehensive initial strategic planning meetings designed to establish the scope of work, timetable of events, and build consensus among all parties on the planning objectives. The scope of services is as follows:
The club will provide McMahon Group with the following:
Historical Survey and Focus Group Data: All survey instruments, results reports, raw data files, focus group summaries, key themes, and any member feedback from town halls or other engagement efforts conducted over the past 4 years.
Capital Project Documentation: Complete information on the capital project approved two years ago, including project scope and specifications, architectural plans and renderings, original budgets and actual costs, funding plan and financing structure, member presentation materials (booklets, PowerPoint presentations), voting procedures and results, project timeline (planned vs. actual), post-project evaluation, and member feedback received during and after completion.
Financial Records: Current operating budgets, capital budgets, reserve studies, membership dues schedules, initiation fee structures, and multi-year financial trends to understand the club's current financial position.
Governance Documents: Bylaws, standing rules, Board meeting minutes from the past 12 months, committee structures, and any existing strategic documents that guide club operations.
Membership Information: Current membership counts by category, demographic data, initiation fees, waiting lists (if applicable), resignation trends, and new member patterns.
Operations Overview: Staff organizational charts, departmental budgets, service standards, and documented operational challenges.
Facility Information: Any existing master plans, deferred maintenance lists, recent capital improvements, and facility condition assessments.

BASIC SERVICES – PHASE ONE (continued)

McMahon Group will conduct two initial strategic planning meetings to establish the scope of work, timetable of events and to build consensus among all parties on the planning objectives. These meetings ensure all stakeholders—the Board, Strategic Planning Committee, and management—are aligned and committed to the planning process before moving forward with survey research and strategic plan development.
Meeting #1 - Initial Joint Planning Meeting: The initial joint planning meeting serves as the foundation for the entire strategic planning engagement, bringing together all key stakeholders to establish consensus and alignment before work begins. Following meeting #1 McMahon Group will provide the following deliverables:

Meeting minutes capturing discussions and decisions;
Finalized and accepted strategic planning timeline with specific dates and milestones;
Roles and responsibilities matrix for all parties;
Member communication framework for keeping the membership involved throughout the process; and
Action items list with assignments and deadlines.

Meeting #2: Survey Review and Approval Meeting: McMahon Group will develop a draft survey based on the key themes and insights developed from the committee, Board leadership, and management, as well as priority issues identified by different stakeholder groups. The core of the meeting will be a detailed, section-by-section review of the draft strategic issues survey developed by McMahon Group. Following meeting #2 McMahon Group will provide the following deliverables:
Final Strategic Issues Survey incorporating all approved refinements and ready for distribution;
Meeting minutes documenting survey review discussions and decisions;
Suggestions on pre-launch member communications;
Survey distribution timeline and timetable of events; and
Action items list for survey launch preparation.

Foundation and Process Alignment basic services include the man-hours for two (2) site visits by McMahon Group.
McMahon Group’s fee for Phase One, Foundation and Process Alignment, basic services is $20,000. Reimbursable expenses are in addition to the basic fee.
Note: The initial $10,000 report and October 2025 site visit with McMahon Group provided to the club is not included in this Phase One scope of services.

BASIC SERVICES – PHASE ONE (continued)

PHASE TWO – STRATEGIC ISSUES SURVEY and MEMBER RESEARCH
McMahon Group will develop, tabulate and interpret a survey testing strategic issues with the members and spouses of the club. The services provided are:
After review and approval of the Strategic Issues Survey by the club’s leadership and management in Phase One, McMahon Group provides the club with an electronic link of the survey questionnaire for the club to email members and spouses, so they are able to complete the survey.

The completed survey questionnaires will be tabulated and analyzed by McMahon Group into a formal report. The survey report will include:
An Executive Summary;
A question-by-question analysis and interpretation of the results;
A comparison of the club’s member survey results with the most recent full McMahon survey database;
Data tables broken down by member category, age, gender and membership tenure, etc.;
Unedited member written comments as approved by the club; and
The survey questionnaire itself.

McMahon Group will also provide the club upon request with a McMahon Quality Index™ score. (The McMahon Quality Index™ is McMahon Group’s national quality rating system for comparing the club’s quality and satisfaction scores to McMahon Group’s national quality rating system for North American clubs.)
A Summary of the Survey Results will be provided for duplication and/or electronic distribution to the membership.
McMahon Group will prepare a PowerPoint summary of the results including a consultant’s recommended course of action and present it to the leadership.
Per this agreement, the McMahon Group will provide the basic services to develop an anonymous survey that will be up to 12 pages (8-1/2" x 11") in length. Additional content added to the survey by the club that extends its length beyond 12 pages will be charged at the rate of an additional $500 per page.

The survey will include a maximum of four (4) open-ended questions that will provide space for members to offer their written comments and suggestions on a variety of subjects. If, during the survey review process, the club adds additional open-ended questions that are included in the survey, there will be an additional processing charge of $500 per question.

The member comments and suggestions in the survey will be transcribed by McMahon and included in the final survey report, separated by each question asked. McMahon Group’s analysis is conducted using AI (Artificial Intelligence).

BASIC SERVICES – PHASE TWO (continued)

Strategic Issues Survey and Member Research basic services include the man-hours by McMahon Group for one (1) site visit or Zoom meeting at the conclusion of the survey process to explain the final results of the survey to the Board, Strategic Planning Committee and management.

McMahon Group’s fee for Phase Two, Strategic Issues Survey and Member Research, basic services is $27,000. Reimbursable expenses are in addition to the basic fee.

PHASE THREE – DEVELOPING AND FINALIZING THE STRATEGIC PLAN
Utilizing the information developed from Phase One’s Foundation and Process Alignment and the results from Phase Two’s Strategic Issues Survey and Member Research; the Board members, Strategic Planning Committee and key management personnel will work with McMahon Group on a mutually agreeable date for a planning session to develop the club’s strategic plan. The steps in the phase are as follows:

Research: McMahon Group will issue a brief strategic issues, pre-retreat survey that is emailed to each member of the Board, Strategic Planning Committee and the participating Executive Management Team members prior to the retreat planning session. This survey will identify key issues for preparing the agenda for the retreat planning day.

Planning Session:
A review and discussion of the Strategic Issues Pre-Retreat Survey results.
Identification of the club’s strengths, weaknesses, opportunities and threats.
The strategic planning team (Board, Strategic Planning Committee, management and McMahon Group) will identify the club’s mission of :
Who the club serves (homeowners, outside community members, golfers, diners, etc.),
What the club should provide in offerings,
What quality level the club should achieve, and
What should make the club unique in its marketplace.
Next, the strategic planning team will identify the primary goals for the club aspects of governance, membership, finances, management, communications, golf, dining, facilities, etc.
Then the strategic planning team will identify and recommend specific action plans on how to achieve each goal with a prioritized schedule for implementation. It is important to note that the identification of the overall mission, goals and implementation of specific action plans for achieving the club’s mission must be

reviewed and ultimately approved by the Board. The Board has the ultimate responsibility to approve and implement the strategic plan by assigning existing or new committees/task forces or the management team to work through the implementation details and to recommend the best methods for the club to achieve success. McMahon Group is available to help in advising and executing the specific action plans if needed for additional services.
BASIC SERVICES – PHASE THREE (continued)

After the strategic planning day McMahon Group’s personnel will assemble the discussion material into the first draft of the Strategic Planning Report. This initial strategic plan draft will be provided to all strategic planning participants for their review and comment. Revisions to the Strategic Plan can be made by telephone conference calls/Zoom meetings until the final report is issued to the Board for approval.
A strategic planning summary is provided by McMahon Group to the club’s office for mailing to all members and to post on the club’s website.
Developing and Finalizing the Strategic Plan basic services include the man-hours for one (1) site visit for the strategic planning development session and up to two (2) Zoom meetings to review and finalize the strategic plan by McMahon Group.

McMahon Group’s fee for Phase Three, Developing and Finalizing the Strategic Plan, basic services is $25,000. Reimbursable expenses are in addition to the basic fee.
Note: If the club’s Board would require any major changes to the Strategic Planning Committee’s recommended strategic plan for the club, this additional McMahon Group work would be done as extra services to this agreement and would require club pre-approval.

OPTIONAL SERVICES – If the club would want McMahon Group to present the final strategic plan to the membership for its approval, then this service would be additional services and is not included in the basic services fee of $25,000 above for Phase Three. Once the scope of the optional presentation service is determined, then McMahon Group can quote a fee for this optional service.

GENERAL ISSUES
If additional site visits are authorized by the club, they will be invoiced at the rate of $7,000 per day per McMahon consultant plus any reimbursable expenses.

ADDITIONAL SERVICES	(Must be approved in advance by the club.)
If additional work other than visits is required beyond the services listed above, it will be invoiced on an hourly basis at the following rates:
Planning Principal	$875/hr.	
Assistant Planning Manager	$500/hr.	
Survey Consultant	$425/hr.	
Facility Planning Consultant	$425/hr.	
Graphics Consultant	$325/hr.	
CADD Personnel	$200/hr.	
Survey Tabulator	$200/hr.	
Clerical Personnel	$100/hr.	

FEE/EXPENSE PAYMENTS
McMahon Group will invoice on a monthly basis using the percentage of completion as calculated by McMahon Group for the basis of the fee due. All fee and expense invoices are due upon receipt.
An initial retainer of $4,000 is due with the executed agreement, and it is applicable to the final invoice.

REIMBURSABLE EXPENSES
Reimbursable expenses will be invoiced as follows and these amounts are not included in the basic fee amounts:
Air fare (coach class)	Actual cost + 10%
Lodging, meals, rental car and misc. expenses (per person)	$650 per day
Normal misc. project expenses of copying, postage, etc.
until project completion	$100 per month
Printing, delivery charges, computer plotting, business reply postage, photography/slide production,

conference call service, computer presentation
production	Actual cost + 10%

Should the state of Florida, the U.S. Federal government or any local municipality enact sales and use tax legislation affecting fees for services of McMahon Group, Inc., these taxes will be treated as reimbursable expenses and are in addition to the basic fees set forth in this agreement.

GENERAL CONDITIONS
McMahon Group, Inc. and the club acknowledge and agree that McMahon Group is being retained to review and recommend options to club issues and methods to improve conditions of the club, but that McMahon Group does not, and cannot guarantee the financial and/or social success of the club, and no liability or responsibility shall inure to McMahon Group, or any of its officers, directors, shareholders, employees, agents, or representatives if the results of McMahon Group’s efforts hereunder are not successful or do not meet the club’s expectations. In consideration of McMahon Group providing the services to the club described herein, the club covenants and agrees to defend, indemnify and hold harmless McMahon Group, Inc., William P. McMahon, Sr., Glen Selligman, Christian Clerc, and other officers, directors, shareholders, employees, agents and representatives, jointly and severally, from and against any and all actions, claims, costs, damages, demands, expenses and liabilities (including, but not limited to reasonable attorney’s fees, court costs, expert witness fees and any amounts paid in settlement of any litigation or controversy) imposed upon, incurred by or asserted against McMahon Group or any of its officers, directors, shareholders, employees, agents and representatives by any third party, including but not limited to club members, employees and vendors, arising directly or indirectly out of McMahon Group’s performance of services pursuant to this agreement, excluding only acts or omissions of McMahon Group constituting gross negligence.
Furthermore, an error or omission is not a breach of this agreement.

The parties acknowledge and agree that all surveys conducted as part of the services provided under this agreement will be anonymous. McMahon Group will not collect, store, or have access to any personally identifiable information of the respondents. The anonymity of the respondents and the confidentiality of their responses are paramount, and all necessary measures will be taken to ensure that the surveys are conducted and information gathered therein shared in accordance with these principles. McMahon Group will be utilizing the club’s survey results in its overall club survey database for maintaining an overall quality rating index to provide the McMahon Quality Index™ scoring system for University Park Recreation District and the overall club industry. University Park Recreation District survey results will not be released to anyone except University Park Recreation District officials and remain confidential except for anonymous inclusion of the results in the overall club survey database, for the benefit of the club and the entire club industry.

The club understands that the McMahon Group’s duties are limited to those described in the consulting services agreement and that it is beyond the scope of McMahon Group’s engagement to be responsible for investigating, discovering, reporting or remedying defects of any nature with regard to the club’s physical premises, including, but not limited to, structural defects, mold, radon gas, pollutants of any nature, soil condition, environmental impairment, improper storage, handling or disposal of hazardous or toxic materials, safety violations, building code violations or any other condition which may result in damage to the club or the club’s potential liability to any third person or persons.

In order to promote efficiency and completeness, McMahon Group uses artificial intelligence (AI) to review, compile, and analyze some survey responses. While AI can enhance the efficiency and accuracy of the data analysis process, it is not perfect and may occasionally produce anomalies or inaccuracies, commonly referred to as “hallucinations.” The club agrees that McMahon Group shall not be held liable for any such errors or inconsistencies resulting from the use of AI in the data analysis process. While McMahon Group will employ reasonable efforts to ensure the reliability and accuracy of the AI-generated insights, however, it makes no warranty, express or implied, as to the insights’ correctness, completeness, or suitability for any particular purpose. The club agrees to exercise its own judgment in its reliance on or
GENERAL CONDITIONS (continued)

use of these AI-generated insights. Furthermore, McMahon Group respects the privacy of all survey respondents and data provided and will ensure that all AI tools it uses adhere to strict data privacy and security standards. However, the club acknowledges that no system is entirely secure, and thus, accepts the inherent risks associated with the use of AI in this data analysis.

If for any reason, whatsoever, any term, covenant or condition of this agreement, or the application thereof to any person or circumstance, is to any extent held or rendered invalid, unenforceable or illegal, then such term, covenant or condition is deemed to be independent of the remainder of the agreement and to be severable and divisible therefrom, and its invalidity, unenforceability or illegality does not affect, impair or invalidate the remainder of the agreement or any part thereof; and continues to be applicable to and enforceable to the fullest extent permitted by law against any person or circumstance other than those as to which it has been held or rendered invalid, unenforceable or illegal.

McMahon Group shall not be in default by reason of any failure in its performance of this contract in accordance with its terms and conditions if such failure arises out of causes beyond the control and without the negligence of McMahon Group. Such causes include, but are not restricted in any way to, acts of God,
acts of government, riots, fire, floods, epidemics, quarantine restrictions, strikes or other labor disputes, delays in transportation, freight embargoes, severe weather, acts of the club, acts of civil or military

authority, accidents, war, or other circumstances beyond McMahon Group’s reasonable control, whether similar or dissimilar to the foregoing.

Limitation of Liability: The parties hereto expressly acknowledge, agree and consent that the maximum liability of McMahon Group and any of its officers, directors, shareholders, employees, agents and representatives pursuant to any cause or action arising out of or related to the agreement shall be limited to fees for basic services paid by the club to McMahon Group for services provided pursuant to this agreement.
University Park Recreation District agrees to hold harmless and waive any claims against McMahon Group, who shall not be liable to them for any direct, indirect, incidental, special, or consequential damages or any damages whatsoever, including but not limited to, damages for loss of profits, goodwill, use, data, or other intangible losses resulting from the content of the survey responses, the disclosure of the survey responses, or the manner in which the survey responses are interpreted or used by University Park Recreation District or any third party.
Furthermore, University Park Recreation District agrees to defend, indemnify, and hold harmless McMahon Group, its officers, directors, employees, agents, and representatives from any claims, damages, liabilities, costs, and expenses (including reasonable attorneys' fees) arising from or related to the collection, use, or disclosure of the survey responses, except to the extent such claims arise from the gross negligence or willful misconduct of McMahon Group.
This liability disclaimer and hold harmless provision shall survive the termination or expiration of this agreement and shall apply to all surveys conducted by McMahon Group as part of the services provided under this agreement.

GENERAL CONDITIONS (continued)

This agreement shall be binding upon and shall inure to the benefit of the parties hereto and their respective legal and personal representatives, voluntary and involuntary successors and permitted assigns.
This agreement may be terminated by either party upon seven (7) days written notice. In the event of such termination by the club, McMahon Group, Inc. shall be compensated for all services performed to termination date, together with reimbursable expenses then due.

This agreement represents the entire agreement between University Park Recreation District and McMahon Group, Inc., and supersedes all prior negotiations, representations or agreements, either written or oral. This agreement may be amended only by written instrument signed by both the club and McMahon Group, Inc. The terms of this agreement are valid for 60 days from the date given on

the first page of this document. If the project is not completed within one year of the agreement date, the fees are subject to change by McMahon Group, Inc.
This agreement is accepted by both parties and is governed by the laws of the State of Missouri, and the Court of St. Louis County shall have jurisdiction in the event of a dispute. The work is to proceed immediately.

A C C E P T E D : 

UNIVERSITY PARK 
RECREATION DISTRICT	Mc MAHON GROUP, INC.
Sarasota, Florida	St. Louis, Missouri

President	Date	Martha M. Acker, President

®
PRI VAT E CLUB PLANNERS & CONSU LTA NT S

670 Mason Ridge Center Drive • Suite 220 St. Louis, MO 63141
314.744.5040
McMahonGroup.com

40+

YEARS
S

2000

OVER

CLUBS

BILLION
S

$3

™

T H E  S O U R C E  F O R  P R I V A T E  C L U B  E X C E L L E N C E 

University Park Recreation District

Consideration of Resolution 2026-01, Adopting the District’s Fiscal Year 2025- 2026 Goals, Objectives, and Performance Measures and Standards

RESOLUTION 2026-01

A RESOLUTION OF THE BOARD OF SUPERVISORS OF THE UNIVERSITY PARK RECREATION DISTRICT ADOPTING GOALS, OBJECTIVES, AND PERFORMANCE MEASURES AND STANDARDS; PROVIDING A SEVERABILITY CLAUSE; AND PROVIDING AN EFFECTIVE DATE.
WHEREAS, the University Park Recreation District (the “District”) is a local unit of special- purpose government created and existing pursuant to Chapter 190, Florida Statutes; and
WHEREAS, effective July 1, 2024, the Florida Legislature adopted House Bill 7013, codified as Chapter 2024-136, Laws of Florida (“HB 7013”) and creating Section 189.0694, Florida Statutes; and
WHEREAS, pursuant to HB 7013 and Section 189.0694, Florida Statutes, beginning October 1, 2025, the District shall establish goals and objectives for the District and create performance measures and standards to evaluate the District’s achievement of those goals and objectives; and
WHEREAS, the District Manager has prepared the attached goals, objectives, and performance measures and standards and presented them to the Board of the District; and

WHEREAS, the District’s Board of Supervisors (“Board”) finds that it is in the best interests of the District to adopt by resolution the attached goals, objectives and performance measures and standards.
NOW,	THEREFORE,	BE	IT	RESOLVED	BY	THE	BOARD	OF SUPERVISORS OF THE UNIVERSITY PARK RECREATION DISTRICT:
SECTION 1. The recitals so stated are true and correct and by this reference are incorporated into and form a material part of this Resolution.
SECTION 2.  The District Board of Supervisors hereby adopts the goals, objectives and performance measures and standards as provided in Exhibit A. The District Manager shall take all actions to comply with Section 189.0694, Florida Statutes, and shall prepare an annual report regarding the District’s success or failure in achieving the adopted goals and objectives for consideration by the Board of the District.

SECTION 3.  If any provision of this resolution is held to be illegal or invalid, the other provisions shall remain in full force and effect.
SECTION 4.  This resolution shall become effective upon its passage and shall remain in effect unless rescinded or repealed.

PASSED AND ADOPTED this 	 day of 	 2025.

ATTEST:	UNIVERSITY PARK RECREATION DISTRICT

Secretary/Assistant Secretary	Chairman, Board of Supervisors

Exhibit A: Performance Measures/Standards and Annual Reporting

Exhibit A

University Park Recreation District (“District”) Goals, Objectives, Performance Measures/Standards & Annual Reporting Form

October 1, 2025 – September 30, 2026
Community Communication and Engagement
Goal 1.1: Public Meetings Compliance
Objective: Hold a minimum of seven regular Board of Supervisor (“Board”) meetings per year to conduct District-related business and discuss community needs.
Measurement: Number of public Board meetings held annually as evidenced by meeting minutes and legal advertisements.
Standard: A minimum of seven Board meetings were held during the fiscal year.
Achieved: Yes ☐ No ☐
Goal 1.2: Notice of Meetings Compliance
Objective: Using at least two communication methods, provide public notice of each meeting in accordance with Florida Statutes.
Measurement: Timeliness and method of meeting notices as evidenced by providing public notice using at least two mediums, which comply with Florida Statutes.
Standard: 100% of meetings were advertised in accordance with Florida Statutes on at least two mediums (for example, newspaper, online notices, and District website).
Achieved: Yes ☐ No ☐
Goal 1.3: Access to Records Compliance
Objective: Ensure that meeting minutes and other public records are readily available and accessible to the public pursuant to applicable law by completing quarterly District website checks.
Measurement: Quarterly website reviews will be completed to ensure public records are up to date as evidenced by District Management’s records.
Standard: 100% of quarterly website checks were completed by District Management or third-party vendor.
Achieved: Yes ☐ No ☐

Infrastructure and Facilities Maintenance
Goal 2.1: District Infrastructure and Facilities Inspections
Objective: A Florida licensed engineer (#Licensed Engineer”) will conduct an annual inspection of the District’s facilities and equipment valued of $25,000.00 or greater, infrastructure and related systems.
Measurement: A minimum of one inspection completed per year as evidenced by Licensed Engineer’s report related to District’s infrastructure and related systems.
Standard: Minimum of one inspection was completed in the fiscal year by the Licensed engineer.
Achieved: Yes ☐ No ☐
Financial Transparency and Accountability
Goal 3.1: Annual Budget Preparation
Objective: Prepare and approve the annual proposed budget by June 15 and final budget by September 15 each year.
Measurement: Proposed budget was approved by the Board by June 15 and final budget was adopted by September 15 as evidenced by meeting minutes and budget documents listed on the District’s website and/or within District records.
Standard: 100% of budget approval & adoption were completed by the statutory deadlines and posted to the District’s website.
Achieved: Yes ☐ No ☐
Goal 3.2: Financial Reports
Objective: Publish to the District’s website (or link as permitted by applicable law) the most recent versions of the following documents: Annual audited financial statements for the most recently available fiscal year, current fiscal year budget with any amendments, and most recent financials within the latest agenda package.
Measurement: Annual audit, previous years’ budgets, and financials are accessible to the public as evidenced by corresponding documents on the District’s website.
Standard: District’s website contains 100% of the following information posted in a timely manner: Most recent annual audited financial statements for the most recently available fiscal year, most recent adopted/amended fiscal year budget, and most recent agenda package with updated financials.
Achieved: Yes ☐ No ☐

Goal 3.3: Annual Financial Audit
Objective: Conduct an annual independent financial audit per statutory requirements and publish the results to the District’s website for public inspection, and transmit to the State of Florida.
Measurement: Timeliness of audit completion and publication as evidenced by meeting minutes showing Board approval and annual audit is available on the District’s website (or linked) and transmitted to the State of Florida.
Standard: Audit was completed by an independent auditing firm per statutory requirements and results were posted to the District’s website and transmitted to the State of Florida.
Achieved: Yes ☐ No ☐

SIGNATURES:
Chair/Vice Chair: 		Date: 	 Printed Name: 	
University Park Recreation District

District Manager: 		Date: 	 Printed Name: 	
University Park Recreation District

Update on Auditor Selection Committee

Ratification of Payment Authorization Nos.
147 – 148

	University Park Recreation District		
9/8/2025			
	Payment Authorization No. 147		
	
O&M - General Fund Expenses		
Vendor	Invoice	Description	Amount	
VGlobalTech	7674	ADA Website Maintenance - September 2025	$	293.33	
McClatchy Company, LLC	47295	Notice of Public Meeting - August 2025	$	113.49	
PFM	DM-09-2025-692	District Management Fee: September 2025	$	5,833.37	
PFM	OE-EXP-09-2025-20 August Postage	$	29.05	

O&M - General Fund Expenses Total	$	6,269.24

Asst. Secretary/Secretary

VGlobaITech
636 Fanning Drive
Winter Springs, FL 32708 US contact@vglobaltech.com www.vglobaltech.com

INVOICE
BILL TO
University Park RD
3501 Quadrangle Boulevard,
Suite 270, Orlando, FL 32817

INVOICE # 7674
DATE 09/01/2025
DUE DATE 09/16/2025
TERMS Net 15

DATE	ACTIVITY
Web Malntenance:ADA Website Malntenancat....5 co�h«
Ongoing website maintenance for ADA and WCAG Compliance

QTY
1

RATE
218.33

AMOUNT
218.33

Email:Email Hosting &
Maintenance
Monthly email hosting. Up to 5 emails customized as per need with website domain address. Up to maximum 2 GB (upgrade to 10 GB) storage per inbox. Backup and archival not included.
Customers will be able to take their own local backup as needed. Customers also responsible to manage the inbox overflow by deleting unwanted emails, large attachments. Spam and virus filters included and will be configured. Email forwarding service (to any email of customer choice) included. Full access through browser from any device (tablets, mobile or desktop) provided including steps to setup the client.

5	15.00	75.00

Please make check payable to VGlobalTech.	BALANCE DUE	$293.33

I

McClatchy Media
The Beaufort Gazette	Durham I The ller.lkl-Sun	The Modesto Bee
The Belleville News-Democrat	 Fort Worth St!r•TeJegram	The sun News I Myrtle Beach Bellingham Herald	The Fresno Bee	 Ralelgh News & Observer
Centre Dailylimes	The Island Packet	Rock HIii i The Herald
Sun Herald	The Kansas aty Star	The Sacramento Bee
Idaho Statesman	 Lexington Herald-Leader	 San Luis Obispo Tribune Bradenton Herakl	The Telegraph- Macon	Tacoma I The News Tribune 1he O,arfotte observer	 Merced sun-Star	 Tri-City Herald
The state	Miami Herald	The Wldllta Eagle
Ledger-Enquirer	El Nuevo Herald	The Olymplan

Document No. Document Date Due Date Account No.

47295
9/1/2025
Due upon Receipt 47872

INVOICE AND STATEMENT OF ACCOUNT
Bill-to
UNIVERSITY PARK RECREATION DISTRICT
ATTN: ACCOUNTS PAYABLE 7671 THE PARK BOULEVARD UNIVERSITY PARK BRADENTON, FL 34201

Please remit payment to
McClatchy Company LLC
PO Box 510150
Livonia, Ml 48151

Click Here to PaY. Online

Questions? advertisingaccountsreceivables@mcclatchy.com or visit us at mcclatchy.com/mars

113.49	0.00	0.00	0.00	0.00	0.00	$113.49

Invoices can be paid via the provided portal. The user name will be your email, and the password for your initial login is your account number. You will be prompted to create a custom password. For more details, visit https://mcc.navigahub.com/portal/client/mcc/
Balance Foiward Amount: $ o.oo

Invoice Date 8/31/2025

' Invoice No. IN48526

PO No.	Description

Campaign: 38707 - IPL0264101

Amount	Balance

113.49	113.49

SemctP

7

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document no.	account no.	document date	
47295	47872	9/1/2025	

PAYMENT REMITTANCE

SEND PAYMENT TO	PAYMENT AMOUNT ENCLOSED

McClatchy Company LLC PO Box 510150
Livonia, Ml 48151	REMEMBER: DETACH AND RETURN THIS PORTION WITH REMITTANCE FOR PROPER CREDIT

Please Return This Portion With Your Payment (Thank You)

Document No:	47295
McClatchy Company LLC

PO Box 510150
Livonia, Ml 48151

ADVERTISING INVOICE

UNIVERSITY PARK RECREATION DISTRICT

Account No: Account Name:

Amount Due:

47872

UNIVERSITY PARK RECREATION DISTRICT

$ 113.49

ATTN: ACCOUNTS PAYABLE 7671 THE PARK BOULEVARD UNIVERSITY PARK BRADENTON, FL 34201

Pay online or contact the AR Team at �y.com/mars McClatchy Company LLC
PO Box 510150
Livonia, Ml 48151

47872 0000 47295 11349

1735 Market Street 42nd Floor Philadelphia, PA 19103
+1 (215) 5676100

Company Address;

BIii To:				

University Park Recreation District
c/o PFM Group Consulting District Accounting Department
501 Quadrangle Blvd., Suite 270
Orlando, FL 32817 United States of America

Remittance Options:
�
PFM Group Consulting LLC
PO Box 65126
Baltimore, MD 21264-5126 United States of America

pfm	.

RE:	August 2025 FedEx $29.05

9ale	Invoice Number	
September 3, 2025	OE-EXP-09-2025-20	
Pay	me,.nt Te�ms	Dµe Date	
Upon Receipt	September 3, 2025	

Expenses
Total Amount Due

$29.05
lliM

Date	Invoice Number	
September 4, 2025	DM-09-2025-62	
Payment Terms	Due Dale	
Upon Receipt	September 4, 2025	

pfm

BIUTo:

 	

University Park Recreation District
c/o PFM Group Consulting District Accounting Department
3501 Quadrangle Blvd., Suite 270
Orlando, FL 32817 United States of America

1735 Market Street 42nd Floor Philadelphia, PA 19103
+1 (215) 5676100

Company Address:

Remittance Options:
Yla..Mflll:..		
PFM Group Consulting LLC
PO Box 65126
Baltimore, MD 21264-5126 United States of America

RE:	District Management Fee: September 2025

Professional Fees
Total Amount Due

$5,833.37
$5,833.37

9/8/2025

University Park Recreation District

Payment Authorization No. 148

O&M - General Fund Expenses

Vendor	Invoice	Description	Amount	
Blalock Walters	40896-033-20	General Representation - August 2025	$	1,510.50	
Blalock Walters	40896-000-84	General Representation - August 2025	$	5,570.00	
Phillips Feldman Group	152728	Lease Crunch Software	$	125.00	

O&M - General Fund Expenses Total	$	7,205.50

Asst. Secretary/Secretary

m

m

BLALOCK WALTERS
ATTORNEYS  AT LAW

WE MAKE A DIFFERENCE
802 11th Street West Bradenton, Florida 34205 ph: 941.748.0100 fx: 941.745.2093

UNIVERSITY PARK RECREATION DISTRICT PFM FINANCIAL ADVISORS, LLC
3504 LAKE LYNDA DRIVE, SUITE 107
ORLANDO, FL 32817

Page:	1
August 31, 2025
Account# 40896-000
Invoice#	40896-000-84

ATTN:	ACCOUNTSPAYABLE@UNIVERSITYPARK-FL.COM GENERAL REPRESENTATION
MPB

For Professional Services Rendered Thru 08/31/2025

MPB	Prepare for and attend agenda preparation meeting ; Review correspondence to Martyn Reece.	
1.60	
416.00	
JA	Review possible litigation emails.	2.80	364.00	
MPB	Review and respond to Sally Dickson memo; Review and respond to Sydney Johnson memo.	
1.10	
286.00	
JA	Research possible litigation emails.	0.70	91.00	

HOURS
08/01/2025

08/04/2025

08/05/2025	MPB	Review correspondence from Bob Gang; Respond to correspondence from
Bob Gang.	0.80	208.00
08/06/2025	MPB	Review and respond to the Chair; Review Sydney Johnson memo.	0.50	130.00

work

	on correspondence related to the District; Prepare memo to the Chair;		
	Telephone with Syndney Johnson.	2.10	546.00	
08/08/2025	MPB	Prepare memo to John Fetsick; Telephone conference with Vivian Carvalho;			
	Prepare memo to John Fetsick; Prepare memo to Vivian Carvalho; Prepare			
	memo to John Fetsick about rule violations; Review and respond to John			
	Fetsick memo.	1.30	338.00	
08/10/2025	MPB	Review and respond to Vivian Carvalho memo.	0.20	52.00	
08/11/2025	MPB	Review and respond to Chair memo; Review and respond to Sydney Johnson memo.	
0.50	
130.00	
08/12/2025	MPB	Telephone conference with Vivian Carvalho; Telephone conference with			
	Kwame Jackson; Telephone conference with Robert Gang regarding			
	resolution.	5.30	1,378.00	

08/07/2025	MPB

HOURS

08/14/2025	MPB	Preparing Resolution 2025-17 to reflect the Rescinding of Resolution 2025-16;
Attend conference call with key personnel on changes to note extension
issuance; Prepare memo to David Murphy.	1.40	364.00

08/20/2025	MPB	Review and respond to John Fetsick memo.	0.40	104.00
08/22/2025	MJP	Review communication from Attorney Barnebey regarding voting by proxy;
research issue; prepare response.	0.50	130.00
MPB	Attend conference call with Vivian Carvalho and John Fetsick on agenda
matters.	0.40	104.00
08/23/2025	MPB	Review and respond to David Murphy memo.	0.40	104.00
08/25/2025	MPB	Review and respond to David Murphy memo.	0.20	52.00

08/26/2025	MPB	.ephone conference with John Fetsick;
0.60	156.00
08/28/2025	MPB	Prepare pack to committee members; Prepare for Agenda Prep meeting; Prepare memo to Robert Gang; Telephone conference with Jennifer Kakretz;
Review and respond to Jennifer Krakretz memo.	1.90	494.00

08/29/2025	REG	Assessments research	0.20	45.00
MPB	Review issue related to the budget.	0.30	78.00
TOTAL FOR THE ABOVE SERVICES	23.20	5,570.00 TOTAL CURRENT WORK		5,570.00
PREVIOUS BALANCE	$6,511.19

PAYMENTS RECEIVED

08/25/2025	Payment received on account.  Thank you!	-6,511.19

AMOUNT DUE (includes Previous Balance if shown above)	$5,570.00

If you prefer to receive paperless invoices by email, please complete the infonnatlon below or email bllling@blalockwalters.com

	 Yes, I would prefer paperless billing by email.

Email Address for paperless billing purposes:

Please Provide Invoice Number With Payment to:
Blalock Walters PA 802 11th Street West Bradenton, FL 34205 Federal Tax ID# 59-1950976

BLALOCK WALTERS
ATTORNEYS  AT LAW

WE MAKE A DIFFERENCE
802 11th Street West Bradenton, Florida 34205 ph: 941.748.0100 fx: 941.745.2093

UNIVERSITY PARK RECREATION DISTRICT PFM FINANCIAL ADVISORS, LLC
3504 LAKE LYNDA DRIVE, SUITE 107
ORLANDO, FL 32817

Page:	1
August 31, 2025
Account # 40896-033
Invoice#	40896-033-20

ATTN:	ACCOUNTSPAYABLE@UNIVERSITYPARK-FL.COM

$21 MILLION BOND VALIDATION

FEM

For Professional Services Rendered Thru 08/31/2025

	HOURS		
08/06/2025	FEM	0.30	85.50	

08/07/2025	
MPB	0.40	114.00	
	FEM	1.50	427.50	
	FEM	0.30	85.50	
	FEM	1.00	285.00	
08/12/2025	MPB	0.40	114.00	

	FEM		0.30	85.50	
08/15/2025	MPB		0.40	114.00	
08/28/2025	FEM		0.40	114.00	
		TOTAL FOR THE ABOVE SERVICES	5.30	1,510.50	
		TOTAL CURRENT WORK		1,510.50	
		PREVIOUS BALANCE

PAYMENTS RECEIVED		$2,651.50	

08/25/2025	
Payment received on account. Thank you!	-2,651.50	
	
AMOUNT DUE (includes Previous Balance if shown above)	$1,510.50	

08/13/2025	MPB

0.30	85.50

UNIVERSITY PARK RECREATION DISTRICT
$21 MILLION BOND VALIDATION FEM

Page:	2
August 31, 2025
Account # 40896-033
Invoice#	40896-033-20

If you prefer to receive paperless invoices by email, please complete the information below or email billing@blalockwalters.com.

	 Yes, I would prefer paperless billing by email.

Email Address for paperless billing purposes:

Please Provide Invoice Number With Payment to:
Blalock Walters PA 80211th Street West Bradenton, FL 34205 Federal Tax ID# 59-1950976

Date:	9/5/2025	
Invoice Number:	152728	
Client:	10619	

C/O Paul Fay, Controller University Park Recreation District 7671 The Park Boulevard University Park, FL 34201

Please make your check payable to Phillips Feldman Group and enclose the top portion of this invoice with your payment.

You may make your payment online at www.pfgcpa.com by credit card, debit card or e-check or by calling our office.

For professional services rendered as follows:

Progress billing of professional fees relative to ASC 842 Crunchafi accounting	$125.00

Invoice Total:	$125 00

INVOICE
DUE AND PAYABLE UPON RECEIPT
A monthly finance charge of 1 1/2%  will be applied on all unpaid items after 30 days.
This monthly finance charge is calculated at an Annual Percentage Rate of 18%.

, .. tt·,,.,
Phillips Feldman
GROUP

Certified Public Accountants
801 Laurel Oak Drive, Suite 303, Naples, FL 34108
P 239 566 1600 I F 239 566 1901 I pfgcpa.com