3501 Quadrangle Blvd., Suite 270, Orlando, FL 32817
Phone: 407-723-5900	Fax: 407-723-5901
https://universityparkrd.com/

The Monthly Meeting of the Strategic Planning Committee of the University Park Recreation District will be held on Wednesday, January 14, 2026 at 3:00 pm at the Business Offices located at 8301 The Park Boulevard, University Park, FL 34201 and or virtually.
Meeting ID: 873 9095 1556 Passcode: 765455
Join meeting via Zoom:
https://us02web.zoom.us/j/87390951556?pwd=8vthWiardxaNmhNnXQevsA35GKZVGr.1

Strategic Planning Committee Meeting Agenda Updated 01/09/2026
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 Committee]
Administrative Matters
Approval of 10/20/25, 11/06/25, 11/12/25 and 12/10/25 meeting minutes.

Old Business
Update on RFP

Update on UPCAI collaboration request
Update on UPCAI/UPRD/PBM poster concept
New Business
Chair’s Report: Visit to Heron’s Glen
Brief update and key takeaways from the Chair’s visit.
Consideration of an Online Resident Feedback System
Discussion of a proposed online grievance and suggestion platform to increase resident engagement and gather input on the future direction of the HOA and Club.
RD Request: Review current membership demographics to assess how an aging membership may impact overall membership levels in the coming years.
Discuss potential strategies to adapt to changing demographics, including the consideration of a senior membership category and opportunities to convert residents who are not currently full members.

Next Meeting Scheduled

Date	Meeting Type	Time	Location	Note	
February 11, 2026	Strategic Planning Committee
Meeting	3:00
pm	Business
Office	In person or by Zoom	

Strategic Planning Committee Member Agenda Requests & Public Comments
Adjournment

Meeting Minutes for Approval: 10/20/25, 11/06/25, 11/12/25 and 12/10/25

MINUTES OF MEETING

UNIVERSITY PARK RECREATION DISTRICT STRATEGIC PLANNING COMMITTEE SPECIAL MEETING
Monday, October 20, 2025
3:00 pm Business Offices
8301 The Park Boulevard, University Park, FL 34201

Strategic Planning Committee Members present in person or via Zoom: Jim Freedman	Chair
Ronni Loundy	Vice-Chair Barbara Somma	Secretary
Ken Schreder	Committee Member Steve Swanson	Committee Member
Also, present in person or via Zoom:
Sally Dickson	Chair – UPRD Board of Supervisors
John Fetsick	General Manager – University Park Country Club Vivian Carvalho	District Manager – PFM Group Consulting LLC
Kwame Jackson	Assistant District Manager – PFM Group Consulting LLC William McMahon, Sr.	Founder - McMahon Group, Inc.
David Dew	Vice President of Club Consulting - McMahon Group, Inc.

FIRST ORDER OF BUSINESS	Organizational Matters Call to Order, Roll Call
The meeting was called to order at approximately 3:00 pm. Those in attendance are outlined above.
Public Comments
No members of the public requested to speak during the public comment period.

SECOND ORDER OF BUSINESS	Review of McMahon Group Strategic Planning Proposal
The Committee reviewed the McMahon Group’s strategic planning proposal, with David Dew and William P. McMahon, Sr. presenting an overview of the firm’s methodology, experience with private clubs and community districts, and the proposed phased approach to strategic planning. The discussion addressed the distinction between a strategic plan and a master plan, emphasizing that the strategic plan focuses on long-term direction, governance, financial sustainability, member experience, and prioritization, while physical facilities are addressed within a broader strategic framework. The presenters outlined the four proposed phases, including foundational alignment, member survey research, strategic plan development, and board and member engagement. Committee members asked clarifying questions regarding scope, timeline, member engagement, survey fatigue, governance considerations, and how previous surveys and capital planning efforts would be incorporated. The discussion also acknowledged the unique structure of the Recreation District, recent capital investments, and the importance of transparency and member communication throughout the process.
The next upcoming meeting:

Date	Meeting Type	Time	Location	Note	
November 12, 2025	Strategic Planning
Committee Meeting	3:00
pm	Business
Office	In person or by Zoom	

Strategic Planning Committee Member Requests & Public Comments
Committee members discussed next steps, including the anticipated scheduling of initial planning meetings, the importance of aligning committee and board expectations, and ensuring clear communication to the membership regarding the purpose and value of the strategic planning effort.
No additional public comments were offered.

Adjournment
The meeting was adjourned at approximately 4:30 pm.

MINUTES OF MEETING

UNIVERSITY PARK RECREATION DISTRICT STRATEGIC PLANNING COMMITTEE SPECIAL MEETING
Thursday, November 6, 2025
10:00 am
Business Offices
8301 The Park Boulevard, University Park, FL 34201

Strategic Planning Committee Members present in person or via Zoom: Jim Freedman	Chair
Ronni Loundy	Vice-Chair Barbara Somma	Secretary
Ken Schreder	Committee Member Steve Swanson	Committee Member
Also, present in person or via Zoom:
Sally Dickson	Chair – UPRD Board of Supervisors
John Fetsick	 General Manager – University Park Country Club Jennifer Kakretz	Executive Assistant - University Park Country Club Vivian Carvalho	District Manager – PFM Group Consulting LLC Various Audience Members

FIRST ORDER OF BUSINESS	Organizational Matters Call to Order, Roll Call
The meeting was called to order at 10:00 am by Jim Freedman. Those in attendance are outlined above.
Public Comments
There were no public comments at this time.

SECOND ORDER OF BUSINESS	Discussion – history of how we got here; how a Strategic Plan differs from our Master Plan.
Mrs. Sally Dickson addressed confusion regarding the strategic plan and master plan differences. The committee discussion focused on distinguishing between the strategic plan and the master plan:
History of the Master Plan:

The Master Plan was initiated in 2001 after the turnover and the availability of bond funds.
The process involved hiring Folly Bryant and Kimley Horne to create the Master Plan.
These firms conducted focus groups, polling, and data gathering to develop a plan for the campus, focusing on projects like pickleball courts, dining areas, and other facilities.
The resulting Master Plan provided a comprehensive list of potential brick-and-mortar projects. Due to funding limitations, the Board selected priority items for implementation based on community input.
Those selected items became the Capital Improvement Plan, funded through bond issuance and implemented over time.

Differences Between Strategic Plan and Master Plan:

The Master Plan addressed physical infrastructure projects and facility improvements.
The Strategic Plan encompasses broader, long-term considerations, including financial direction, membership categories, and overall community goals.
The Strategic Plan is intended to guide future priorities rather than revisit or replace the Capital Improvement Plan.

Clarifications:

The Strategic Plan will build upon prior planning work and consider updated cost estimates and evolving needs.
Community input and consultant engagement will be central to the Strategic Plan development process.

The committee noted the importance of clearly differentiating the Strategic Plan from the Master Plan to reduce confusion among residents and members.

THIRD ORDER OF BUSINESS	Develop RFP requirements for
consulting services
The committee discussed the development of RFP requirements for selecting a consultant to assist with the Strategic Plan.
Purpose of the RFP:
To engage a consultant to assess the current state of the community, conduct competitive and SWOT analyses, and provide recommendations to inform the Strategic Plan. The consultant will review existing materials, prior surveys, ﬁnancial records, governance documents, and membership demographics.
Key Components of the RFP:
Assessment of Current State: Review of existing materials, membership history, and relevant data.
Competitive Analysis: Benchmarking against comparable country-club communities and identifying factors contributing to successful or struggling clubs.
SWOT Analysis: Review of organizational strengths, weaknesses, opportunities,
and threats, including ﬁnancial and operational considerations.
Communications Plan: Development of a strategy for gathering community input
and communicating ﬁndings to residents and members.
Recommendations: Identiﬁcation of areas for improvement and investment.
The committee agreed to remove overly detailed sub-requirements to maintain ﬂexibility.
The RFP will focus on broader categories, including approach/process, communications plan, and recommendations.
Evaluation Criteria:
The committee developed a decision matrix to evaluate proposals based on pricing, approach/process, past experience, creativity, deliverables, and communications plan.
Two additional criteria—Approach/Process and Communications Plan—were incorporated into the evaluation model.
Next Steps:

The RFP will be ﬁnalized with the revisions discussed. The ﬁnalized RFP will be submitted to the District Manager for placement on the next RD Board agenda. The RD Board will review and approve the RFP prior to publication.
FOURTH ORDER OF BUSINESS	Develop a decision matrix to rank and evaluate vendor responses
The committee discussed the development of a decision matrix to rank and evaluate vendor responses to the RFP. Key points include:
Purpose of the Decision Matrix:
The matrix provides a structured and objective way to evaluate vendor proposals based on specific criteria.
It ensures consistency in assessing the strengths and weaknesses of each proposal.
Evaluation Criteria:
The matrix includes the following criteria:
Pricing: Cost of services.
Approach/Process: The methodology and process proposed by the vendor.
Past Experience: Vendor’s track record and relevant experience.
Creativity: Innovative ideas and solutions presented.
Deliverables: Quality and clarity of the proposed outcomes.
Communications Plan: Vendor’s strategy for engaging and informing the community.
Two additional criteria were added during the discussion: "Approach/Process" and "Communications Plan." Each criterion will be weighted based on its importance to the decision-making process. Vendors will be scored on each criterion, and the scores will be totaled to determine the best fit. The matrix allows for subjective evaluation within each criterion, ensuring the committee can account for nuances in vendor proposals. The committee agreed that the matrix should be finalized and included in the RFP package so vendors understand how their proposals will be judged.
Next Steps:

The finalized decision matrix will be submitted to the District Manager along with the RFP document. The committee will use the matrix to evaluate proposals once they are received.
The next upcoming meeting:

Date	Meeting Type	Time	Location	Note	
November 12, 2025	Strategic Planning Committee
Meeting	3:00
pm	Business
Office	In person or by Zoom	

SIXTH ORDER OF BUSINESS	Adjournment
The meeting was adjourned at 11:37 AM.

MINUTES OF MEETING

UNIVERSITY PARK RECREATION DISTRICT STRATEGIC PLANNING COMMITTEE SPECIAL MEETING
WEDNESDAY, NOVEMBER 12, 2025
3:00 pm Business Offices
8301 The Park Boulevard, University Park, FL 34201

Strategic Planning Committee Members present in person or via Zoom: Jim Freedman	Chair
Ronni Loundy	Vice-Chair Barbara Somma	Secretary
Ken Schreder	Committee Member Steve Swanson	Committee Member
Also, present in person or via Zoom:
Sally Dickson	Chair – UPRD Board of Supervisors
John Fetsick	General Manager – University Park Country Club Jennifer Brown	Executive Assistant - University Park Country Club Various audience members
FIRST ORDER OF BUSINESS	Organizational Matters Call to Order, Roll Call
The meeting was called to order at approximately 3:00 pm. Those in attendance are outlined above.
Public Comments
No members of the public requested to speak during the public comment period.
SECOND ORDER OF BUSINESS	Administrative Matters: Approval of Meeting Minutes for 9/29/25 and 10/8/25.

The Committee reviewed the draft meeting minutes from the September 29, 2025 and October 8, 2025 meetings. Discussion was held regarding revisions to the September 29, 2025 minutes to clarify language related to the Business Plan. A motion was made to approve the September 29, 2025 minutes as amended and the October 8, 2025 minutes as presented. The motion carried unanimously.

THIRD ORDER OF BUSINESS	Review of UPCAI/UPRD/PBM
Organizational Structure
The Committee reviewed the organizational structure of University Park Community Association, Inc. (UPCAI), University Park Recreation District (UPRD), and Park Boulevard Management (PBM). Discussion focused on the distinct roles and responsibilities of each entity, the separate governing boards, and the contractual and operational relationships among them. Clariﬁcation was provided regarding management reporting lines, the Mutual Cooperation Agreement between boards, and how the organizational structure supports both residential and club operations.
FOURTH ORDER OF BUSINESS	Review of Focus Groups and Master Plan Historical Files
The Committee reviewed historical materials related to prior focus groups, surveys, master planning efforts, and capital planning documents. Discussion addressed the timeline of past community engagement, including surveys conducted during the transition to the Recreation District, prior strategic and business planning efforts, and the use of these materials as background reference for the current strategic planning process. It was noted that these historical documents are intended to inform context and understanding rather than predetermine outcomes of the current strategic plan.
FIFTH ORDER OF BUSINESS	Discussion of Involving UPCAI Board and Neighborhood Chairs in Strategic Planning
The Committee discussed potential methods for involving the UPCAI Board of Directors and neighborhood chairs in the strategic planning process. Discussion focused on information sharing, transparency, and appropriate engagement while maintaining the advisory role of the Strategic Planning Committee and compliance with Sunshine Law requirements. Mrs. Janette Gatesy, a UPCAI Board Member, was present in the Zoom audience and was given the opportunity to speak. Mrs. Gatesy clariﬁed that the Chair Council is separate from the UPCAI Board. Although the Chair Council does not directly report to the UPCAI Board, the committee agreed, as a courtesy, to consult with the UPCAI Board prior to engaging the Chair Council in any strategic planning efforts.

The next upcoming meeting:

Date	Meeting Type	Time	Location	Note	
December 10, 2025	Strategic Planning Committee
Meeting	3:00
pm	Business
Office	In person or by Zoom	

Strategic Planning Committee Member Requests
Committee members were provided with the opportunity to raise additional items or comments. General discussion addressed future meeting scheduling and the continued review of background materials as the strategic planning process moves forward. No formal requests or actions were made.
Adjournment
The meeting was adjourned at approximately 4:30 pm.

MINUTES OF MEETING

UNIVERSITY PARK RECREATION DISTRICT STRATEGIC PLANNING COMMITTEE MEETING
WEDNESDAY, DECEMBER 10, 2025
3:00 pm Business Offices
8301 The Park Boulevard, University Park, FL 34201

Strategic Planning Committee Members present in person or via Zoom: Jim Freedman	Chair
Ronni Loundy	Vice-Chair Barbara Somma	Secretary
Ken Schreder	Committee Member Steve Swanson	Committee Member
Also, present in person or via Zoom:
John Fetsick	General Manager – University Park Country Club Jennifer Brown	Executive Assistant - University Park Country Club Vivian Carvalho	District Manager - PFM
Kwame Jackson	Assistant District Manager - PFM Various audience members
FIRST ORDER OF BUSINESS	Organizational Matters Call to Order, Roll Call
The meeting was called to order at approximately 3:00 pm. Those in attendance are outlined above. Mr. Swanson joined remotely via Zoom, all other committee members were in person at the Business Offices.
Public Comments
The public comment period was opened. Mr. Dean Matt addressed the Committee regarding recent public records requests. Committee members advised that these matters

were outside the scope of the Strategic Planning Committee and more appropriately addressed at the District Board level.
Mr. Matt then focused his comments on strategic planning, stating that the District lacks a current ﬁve-year plan and asserting that both the Strategic Planning and Finance Committees have responsibility for ensuring such a plan exists. He requested that a comprehensive ﬁve-year plan be developed in compliance with the charter and that, if a strategic planning ﬁrm is retained, it be directed to review the capital plan.
SECOND ORDER OF BUSINESS	RFP Update

The Committee received an update from Mr. John Fetsick on the draft RFP for a strategic planning consultant. Legal counsel completed a redline review; changes were administrative in nature (required statutory provisions and updated dates), with no substantive revisions.
The Committee finalized the evaluation criteria and weighting to be presented to the Board. “Creativity” was combined with “customization to University Park needs,” and the scoring was set as follows: Creativity/Customization – 20%, Completeness – 20%, Past experience with industry-related strategic planning – 20%, Approach/Process – 15%, Communication plan – 15%, and Price – 10% (total 100%).
Mr. Kwame Jackson advised the Board is expected to consider approval on Friday. If approved, the RFP will be advertised in the local paper and distributed directly to known firms. Proposals are currently due January 16 (subject to change, potentially January 30 due to holidays). The Committee discussed the evaluation process upon receipt of proposals, including use of a scoring spreadsheet and scheduling an additional workshop meeting if needed to expedite review and recommendation timing.
THIRD ORDER OF BUSINESS	Review draft communication to
UPCAI Board

The Committee reviewed a draft communication to the UPCAI Board requesting inclusion as an agenda item at an upcoming UPCAI Board meeting to discuss collaboration on the strategic planning process. Committee discussion focused on the importance of engaging UPCAI and the broader community, while clarifying that the UPCAI’s role would be to provide input rather than formal approval.
The Committee agreed to revise the final sentence of the communication to clearly state a desire for UPRD and UPCAI to work together during the strategic planning process and in

engaging the community. After minor revisions and staff review, it was agreed that the Committee Chair, Mr. Freedman, would send the communication to the UPCAI Board Chair, Mr. Tom Christopher, copying Committee members and PBM staff.

FOURTH ORDER OF BUSINESS	Review UPCAI/UPRD/PBM
organizational structure poster concept
The Committee discussed developing posters to help improve community understanding and address misinformation regarding the organizational structure of UPCAI, UPRD, and PBM. PBM staff (Sydney Johnson and Dawne Waite) were asked to develop draft materials based on input from a joint meeting that included UPCAI representation; the draft will be reviewed by both the Committee and UPCAI, with final format (posters vs. flyers/emails) still under discussion.
The Committee considered adding QR codes linking to relevant website information and emphasized using multiple communication channels. The Committee also discussed developing a second communication focused on the benefits of the Recreation District (RD), including financial metrics (e.g., sales tax savings of approximately $1.1 million over the last two years) and acknowledging associated district costs and Sunshine Law constraints. Members agreed messaging should be concise, bullet-pointed, and include key numbers; the Committee discussed rotating the two communications in January rather than releasing too much information at once.
FIFTH ORDER OF BUSINESS	Identify a list of topics for gaining support for future actions of the board to improve the club
The Committee discussed key topics to build community support for future Board actions, including developing a Strategic Plan, updating/implementing the Master Plan, and communicating the financial value of the RD beyond bond financing, including sales and property tax savings. Members requested that the Master Plan be circulated for reference and emphasized the need to align major capital projects (such as the kitchen and potential fitness/wellness improvements) with the Strategic Plan to avoid misaligned investments. General Manager John Fetsick noted the UPRD Board is expected to decide whether to

proceed with architectural work now or pause the process for 3–6 months pending the Strategic Plan.

As a related data point for future facility planning, the Committee discussed capacity constraints associated with high-demand club programming, using trivia as an example. Management noted that trivia events routinely reach capacity (approximately 200–210 attendees), while estimated member interest is signiﬁcantly higher, indicating broader space limitations rather than a program-speciﬁc issue. The Committee acknowledged this demand as a relevant consideration for long-term facility planning and future capital decisions.
The Committee discussed member perceptions regarding access to popular programs. Management clariﬁed that participation in trivia is administered through a lottery system and is not based on membership tier. The Committee noted the importance of clearly communicating this process to reduce misinformation. Potential operational alternatives to address capacity, such as utilizing café seating for overﬂow, were brieﬂy discussed; management indicated the café is currently open during trivia for service, but weather and logistical constraints limit expansion options.
The Committee discussed how recent capital improvements completed over the past several years should be more effectively communicated to the community to provide context for future planning. Improvements referenced included enhancements to dining areas, pickleball facilities, the short game practice area, irrigation systems, racquets facilities (including replacement of fencing and lighting), and administrative office upgrades. Members emphasized that highlighting these completed projects would support transparency and understanding as the Strategic Plan and Master Plan discussions move forward.
SIXTH ORDER OF BUSINESS	Discuss other ideas to increase engagement of members and residents as we develop the strategic plan and update/implement the master plan.
The Committee discussed engagement strategies, including a potential “ambassador” approach using respected community members to help communicate the value of continued investment. Mr. Fetsick noted the strategic planning RFP should include a communication plan component and that the Committee can leverage best-practice

communication ideas received through the RFP process, even from ﬁrms not ultimately
selected.
SEVENTH ORDER OF BUSINESS	Discuss idea of a charitable donation to a scholarship fund that fulﬁlls the initiation fee for a Racquets membership.
The Committee discussed a concept received from UPRD Board member Steve Heitzner to allow prospective members to satisfy all or part of a Racquets initiation fee through a charitable contribution to a designated scholarship fund, rather than paying the initiation fee directly to the Club. It was noted this would be a forward-looking strategy to evaluate during the Strategic Plan process, as current-year initiation fee revenues are already budgeted. Members discussed potential structures (full waiver vs. credit/match), the need to identify/establish an appropriate charitable vehicle (e.g., scholarship foundation), and the ﬁnancial tradeoffs given the proposed racquets initiation fees. The Committee agreed to gather additional information from comparable clubs for consideration and potential inclusion in the Strategic Plan.
The next upcoming meeting:

Date	Meeting Type	Time	Location	Note	
January 14, 2026	Strategic Planning Committee
Meeting	3:00
pm	Business
Office	In person or by Zoom	

Strategic Planning Committee Member Requests
Ms. Barbara Somma addressed the Committee to commend the signiﬁcant improvements to the Club’s appearance, noting that the landscaping at the Club, front entrance, and neighborhood entrances has never looked better. She stated that the grounds now appear more polished and sophisticated and emphasized that these visible enhancements add clear value and make a strong impression on residents and visitors. In response, General Manager John Fetsick credited these improvements in part to the addition of a dedicated landscape professional with a horticulture background, hired to focus speciﬁcally on club beautiﬁcation and the areas surrounding the Club facilities.
The Committee discussed agenda items for the January meeting, including ﬁnalizing the draft publication to be presented to the Board, receiving an update on the Strategic Planning RFP (if issued), and continuing work on messaging related to the beneﬁts of the RD. Mr. Swanson volunteered to draft a consolidated message outlining key positives and

considerations, incorporating input from committee members and ﬁnancial information to be developed by staff. The Committee agreed to aim for circulation of a draft shortly after the new year for review at the January meeting.
Public Comments
During the public comment period, Mr. Dean Matt shared his view that bond ﬁnancing increases homeowner debt and may affect property values and stated his opinion that the District has not adequately analyzed debt capacity or long-term ﬁnancial impacts. He expressed concern that capital and architectural planning is proceeding without a comprehensive ﬁve-year plan in place, and commented on the need, in his view, for clearer communication of both the advantages and disadvantages of bond ﬁnancing, as well as improved governance and sequencing of planning decisions.
Adjournment
The meeting was adjourned at approximately 4:45 pm.

Chair’s Report: Visit to Heron’s Glen
Brief update and key takeaways from the Chair’s visit.

From:	Jim Freedman
To:	Jennifer Brown
Subject:	Fwd: Re: Heron"s Glen
Date:	Monday, January 5, 2026 6:43:00 PM

---------- Original Message ----------
From: John Fetsick <jfetsick@universitypark-fl.com>
To: Jim Freedman <Jim.Freedman@universityparkrd.com> Date: 12/19/2025 12:12 PM EST
Subject: Re: Heron's Glen

Hi Jim,
I’ve been there before also. I went with Steve Ludermer a few years back.
Heron’s Glen doesn’t hold a candle to us but is referenced by some as “doing everything right”. They probably should be looking up to us, vs. vice versa.
Thanks for the reply and update on your visit. John
Sent from my iPhone

On Dec 19, 2025, at 11:58 AM, Jim Freedman
<Jim.Freedman@universityparkrd.com> wrote:

John,
It was interesting
I think that Rusty sees thing differently than I do Heron's Glenn has 1,300 homes and only 19 holes
Much older community in terms of the age of the residents They have two levels of membership
Everyone that lives there is a member that can use everything but the golf course
They have an additional charge to use the golf course that includes use of club golf cart.
The facilities and golf course do not hold a candle to what we have with a couple of exceptions:
-They have a huge ballroom that has a stage and can be used for community performances, lectures, town halls etc
They have a central pool - but it is pretty tired not at all like the ones that most new communities have
They have a few dinning rooms that can be used for private

parties for the residents
Their gym is larger than ours but does not have any classrooms
- but has massage rooms and personal training rooms
There were a couple of things that may be interesting to us
They only use the district management resources for the yearly audit, the folks in Orlando do not schedule meetings, sit in on meetings or have anything to do with running the district other than the audits! Their cost is about $80k/year
The HOA owns no property at all so they do not pay any property taxes because it is all considered municipal property!
They also have about 30% of their population that are against investing any anything!
They refinanced their bond when the rates were down and were able to get 13 million in finding for only an additional $150/yr per household. A great deal that some fought! They pay about
$1,500/house per year total bond tax
They pay about $2,500 member fee and an additional $2,500 golf fee per year!
But their homes and facilities are very tired compared to ours
On 12/16/2025 10:40 AM EST John Fetsick
<jfetsick@universitypark-fl.com> wrote:

Jim,

How was your visit to Heron’s Glen with Rusty? is very similar to our community

Any insights worth sharing?

Thanks, John

JOHN FETSICK

General Manager
Park Boulevard Management, LLC

Serving: University Park Country Club & UPCAI
7671 The Park Blvd, University Park, FL 34201

 941-355-3888 ext. 226

jfetsick@universitypark-fl.com

	www.universitypark-fl.com	Follow Us:  

Consideration of an Online Resident Feedback System

Online Grievance & Suggestion System
For a 1,500-Member Country Club (Social, Racquets, Full Golf)

Executive Summary (Board & GM Ready)
This system provides a structured, discreet, and accountable way for members to submit suggestions, concerns, grievances, and compliments. It improves member satisfaction, reduces informal complaints, and gives leadership clear visibility into trends without reputational risk.

Key Beneﬁts
Faster issue resolution

Improved member trust

Clear departmental accountability

Data-driven management decisions

Reduced board-level escalation

Objectives & Design Principles Objectives
Simple, fast member submission (< 2 minutes)

Automatic routing to correct department

Clear service level expectations

Discreet handling of sensitive issues

Actionable insights for leadership

Design Principles
Private, not public

Mobile-ﬁrst

Human tone, not corporate

Transparency without oversharing

Member Experience (Front End) Access Points
Member portal (desktop & mobile)

QR codes placed in:

Locker rooms

Dining areas

Pro shops

Racquets center

Optional concierge tablet

Submission Categories
Members select one:

� Suggestion

� Concern

� Grievance / Complaint

� Compliment

Form Fields
Name (auto-ﬁlled if logged in)

Membership type (Social / Racquets / Full Golf)

Area involved (multi-select):

Golf

Racquets

Dining

Fitness

Events

Locker Rooms

Pro Shop

Facilities

Administration

Description (guided prompt)

Urgency level: Low / Medium / High

Preferred follow-up: None / Email / Phone

Anonymous option (ﬂagged internally)

Sample Member Submission Screen (Text Wireframe) Title: We Value Your Feedback

What would you like to share today?
( ) Suggestion ( ) Concern ( ) Grievance ( ) Compliment

Area(s) involved:
[✓] Dining [ ] Golf [ ] Racquets [ ] Facilities

Please describe your feedback:
"Tell us what happened or what you’d like to see improved…"

Urgency:
( ) Low ( ) Medium ( ) High

Follow-up preference:
( ) No response needed ( ) Email me
( ) Call me

[ Submit Feedback ]

Internal Workﬂow & Routing
Automatic Assignment Rules
Golf issues → Head Golf Professional

Racquets → Director of Racquets

Dining → F&B Director

Facilities / Locker Rooms → Facilities Manager

Administrative → GM / Assistant GM

Status Lifecycle
Received

Assigned

In Progress

Resolved

Closed

Members see status updates only if follow-up was requested.

6. Service Level Agreements (SLAs)	
Type	Acknowledgment	Target Resolution	
Suggestion	48 hours	14–30 days	
Concern	24 hours	7–14 days	
Grievance	Same day	3–7 days	
High Urgency	Immediate alert	24–48 hours	
Automated reminders trigger at 75% of SLA.

Escalation Rules
Missed SLA → GM notiﬁed

Multiple issues in same area (30 days) → Auto-ﬂag

Repeat grievance from same member → Discreet review

High urgency + sentiment negative → Immediate alert

Leadership Dashboard GM / Department Head View
Open vs closed items

Average resolution time

Volume by department

Repeat issues

Sentiment trend

Board-Safe Monthly Report
Total submissions by category

Top 5 recurring themes

% resolved within SLA

Improvements implemented

No member or staff names

Cultural Safeguards (Critical)
No public comments or threads

Anonymous submissions allowed

Response tone guidelines

Standard templates with personalization

Sample Response Template:
"Thank you for bringing this to our attention. We appreciate the opportunity to improve and are addressing this with our team."

Technology Stack Options
Option A: Low-Cost / Fast Deployment
Microsoft Forms

Power Automate

SharePoint or Dataverse

Outlook / Teams notiﬁcations

Option B: Club Software Integration
Clubessential

Jonas

Northstar

Option C: Enhanced Support Platform
Zendesk or Freshdesk

Custom branding

SLA tracking

Knowledge base

Agentic AI Enhancement (Optional but Powerful) AI Capabilities
Auto-categorization

Sentiment analysis

Urgency detection

Duplicate issue detection

Draft response suggestions

Proactive Intelligence
Pattern recognition (e.g., dining wait times)

Early warning alerts

Predictive staffing or scheduling signals

Example AI Insight
“Locker room cleanliness complaints increased 35% on weekends between 11am–2pm.
Recommend staffing adjustment.”

Success Metrics (KPIs)
% acknowledged within SLA

Average resolution time

Repeat complaint rate

Member satisfaction follow-up score

Reduction in informal complaints

Implementation Timeline Week	Activity

Final requirements & branding

Build forms & workﬂows

Internal testing & staff training

Soft launch

6	Board reporting & optimization

Positioning Statement (Optional) “Your Voice. Our Commitment.”

This system reinforces the club’s commitment to excellence, responsiveness, and respectful dialogue.

Next Steps
Approve system scope

Select technology option

Assign internal owners

Prepare member communication