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

The committee meeting of the Strategic Planning Committee of the University Park Recreation District will be held on Wednesday, April 8th 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
---

One tap mobile
+13052241968,,87390951556#,,,,*765455# US
+19292056099,,87390951556#,,,,*765455# US (New York)

Join instructions https://us02web.zoom.us/meetings/87390951556/invitations?signature=O4vIWrvJH1OH7UfeWWfXAuGnQ7Go2 KpvPe_gSzKcMas

Strategic Planning Committee 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 Committee)
Administrative Matters
Approval of Meeting Minutes (3/30/2026)

Business Matters
Mission, Vision & Core Values – Initial Discussion, Review UPCAI Materials as it relates to UPRD
Presenter: Committee
Review the current Mission, Vision, and Core Values previously developed for the district
Discuss key elements, alignment with current organizational direction, and areas that may warrant further consideration as part of the broader strategic planning process
Review materials provided by the University Park Community Association (UPCAI) related to the Club, with consideration given to alignment in messaging and positioning where appropriate
Recreation District Value & Resident Communication Strategy
Presenter: Ken Schreder & Committee
Review materials related to the financial and operational value associated with the Club’s structure as a Recreation District
Discuss key messaging considerations and direction for development of a communications approach to effectively convey this information to University Park residents
Review & Discuss Senior membership and Potential Intermediate Membership Categories
Presenter: Ken Schreder
Discuss senior membership and potential intermediate membership categories

Next Meeting Scheduled
Date	Meeting Type	Time	Location	Note	
May 6, 2026	Strategic Planning Committee Meeting	3:00 pm	Business Offices	In person or by Zoom	

Strategic Planning Committee Member Requests & Public Comments

Adjournment

Approval of Meeting Minutes (3/30/2026)

MINUTES OF MEETING
UNIVERSITY PARK RECREATION DISTRICT
STRATEGIC PLANNING COMMITTEE SPECIAL MEETING
Date: Monday, March 30, 2026
Time: 12:00 PM
Location: Lakeside Dining Room
7671 The Park Blvd, University Park, FL 34201
Strategic Planning Committee Members Present:
Jim Freedman, Chair
Ronni Loundy, Vice Chair
Barbara Somma, Secretary
Ken Schreder, Member
Also Present:
Greg Selep, Secretary, University Park Recreation District
John Fetsick, General Manager, University Park Country Club
Ryan Davies, Strategic Club Solutions (SCS) attended via phone
Various members of the public (6 present)

FIRST ORDER OF BUSINESS
Call to Order, Roll Call, and Pledge of Allegiance
The meeting was called to order at 12:00 PM, by Jim Freedman Roll call was conducted, and a quorum was conﬁrmed.

Public Comment
Steve Ludmerer asked how a retreat with members of the Recreation District and Strategic Club Solutions (SCS) would be held in compliance with Sunshine Laws.
Barbara Somma requested that the Mission, Vision, and Values statement be reviewed and that a statement focused on employees be added.

SECOND ORDER OF BUSINESS
Approval of Minutes – March 5, 2026 Special Meeting
The Committee reviewed the minutes from the March 5, 2026, special meeting. Motion: Jim Freedman
Second: Ken Schreder
Vote: Approved unanimously (4-0)

THIRD ORDER OF BUSINESS
Strategic Club Solutions (SCS) Engagement – Scope Review and Reﬁnement

1 | Pa g e

The Committee discussed the proposed scope of services submitted by Strategic Club Solutions (SCS), including alignment with current strategic planning efforts and identiﬁcation of potential revisions.
Summary of Discussion:

SCS explained that over the summer, they will review currently available data, including member and employee surveys and focus group discussions, in order to avoid duplicating previously completed efforts. To prevent duplication, after the “Discovery Phase,” SCS will return with a revised proposal identifying any additional information needed.
SCS will discuss various marketing and business models during the planning process, including consolidation of membership levels.
To comply with Sunshine Laws, retreats would be open to the public. Attendees would include the Recreation District Board, Strategic Planning Committee, and a representative from the Finance Committee.
There was discussion regarding the HOA/Club structure. SCS has experience working with clubs utilizing this business model and understands that the Club is managed through a Recreation District. University Park has 1,201 homes, of which 325 are not required to be members based on when their homes were built. Of these, approximately 200 have chosen to be members. It was also noted that one neighborhood, Henley, is outside of the main property.
It was requested that the needs of members by age group, including seniors, intermediate, and younger members, be considered.
Questions were raised regarding how to ensure that information about the project is adequately communicated. It was conﬁrmed that there is sufficient email access to those who would be involved or impacted by the project. The possibility of utilizing neighborhood council members for communication was also suggested. The varying neighborhood real estate values would be considered as part of the discussion.
The inclusion of non-resident members in information gatherings will also be considered.
FOURTH ORDER OF BUSINESS
Strategic Planning Committee Vacancy
The open Strategic Planning Committee seat will be discussed and voted upon at the March 31, 2026, Recreation District Board meeting.

Action Items:

2 | Pa g e

At the next meeting, the inclusion of staff in the Mission, Vision, and Values statement will be discussed.
NEXT MEETING

Date	Meeting Type	Time	Location	Note	
April 8, 2026	Strategic Planning Committee
Meeting	3:00 PM	Business Offices	In person or by Zoom	

Committee Member Requests/Comments
None.
Public Comment
None.
ADJOURNMENT
The meeting was adjourned at 1:09 PM.

3 | Pa g e

Mission, Vision, Values: Original Presentation for Review

UNIVERSITY  PARK®
DRAFT
MISSION & STRATEGY
MARCH 2020

DRAFT

4/1/2026	1

A VIEW FROM THE OUTSIDE

University Park…
“…the award-winning, master planned neighborhood features beautiful landscaping, gas street lanterns and stylish homes.”

“Premier golf and country club community exudes elegance, natural beauty and luxury.”
Sarasota Herald-Tribune - February 8, 2020
DRAFT	4/1/2026	2

PLANNING FRAMEWORK

Focus of this presentation

Strategic

Vision, mission, direction & strategy

(Stakeholder Value)

Master plans, specific goals & strategies, Board policies to achieve the strategic goals

Tactical
(Goals, Master Plans & Policies)

Budgets, projects & operations to achieve the tactical objectives

Operational
( O p e r a t i o n s , B u d g e t s & P r o j e c t s )
DRAFT	4/1/2026	3

WHY A MISSION & STRATEGY?
So that…
We can all communicate with a consistent message what University Park
is about, its identity & its direction.
Everything we plan and invest-in has a clear purpose, rationale, focus &
pay-back.
We can be pro-active, efficient & ensure long-term durability of University
Park.
We can achieve sustainable competitive advantage over time.
DRAFT	4/1/2026	4

“STAKEHOLDER VALUE”
Stakeholders are primarily our homeowners, residents & members
Also, in a wider context: potential future owners/members; non-resident club members; public/tourist users of our facilities; management & staff; key service suppliers & the wider community.
Value can be seen in different ways, for example:
Real-estate value - measured in a variety of ways.
Lifestyle appreciation - surveys can gauge or rank this.
Value proposition - to live, play or work here as compared to alternatives.
Member experience – exceptional moments, events or service.

4/1/2026	5
DRAFT

MISSION
Continue to maintain and grow stakeholder value through:
STRATEGIC GOALS
A premier gated residential development & semi-private club
Exceptional location near to “everything” in a bustling, fast-developing area.
Exceeding other local communities in perceived quality and excellence.
Master-planned golf course, club & thirty-two harmonized neighborhoods.
Widely recognized value proposition in the local market.

DRAFT	4/1/2026	6

MISSION
Continue to maintain and grow stakeholder value through:
STRATEGIC GOALS
A residential haven:
Natural beauty with outstanding, sustainable Florida landscaping.
Exclusive, safe and tranquil residential environment.
Outstanding golf, tennis, dining & other leisure activities - in a Club setting.
Caring community culture, where one can make and keep friends.

DRAFT	4/1/2026	7

MISSION
Continue to maintain and grow stakeholder value through:
STRATEGIC GOALS
A well-managed Community Association and District/Club:
Open participation by residents, attention to their views & fairness for all.
Stable assessments, “no surprises“ management and a profitable Club.
Pro-active action on big, longer-term issues & sound reserve funds.
Exemplary employment practices that recognize high performance & memorable member experiences.
DRAFT	4/1/2026	8

MISSION, STRATEGY & BRAND
Drive stakeholder value through a unique combination of:
Premier development & club
Residential haven
Well-managed
AND
A clear & strong brand

DRAFT	4/1/2026	9

BRAND STRATEGY
Use our mission & strategic goals to help:
Define our brand ambition, core values & positioning.
Identify our core essence or DNA to give focus to interaction with markets.
Recognize & target different markets.
Emphasize & draw attention, through selected marketing & advertising.
Develop strong relationships with key constituents to carry our brand messages.
Homeowners, residents & club members.
Real estate brokers & agents.
Local press & publications.
DRAFT	4/1/2026	10

BRAND IDENTITY
Masterbrand: UNIVERSITY PARK®	®
For use by Community, RD, Club & PBM.
To identify that they are a part of the brand.
Sub-brand & logo: UNIVERSITY PARKCOUNTRY CLUB℠
Challenge name & identify existing equity.
Consider using for public market face of the Club.

Business names:
Park Boulevard Management LLC.

Note: the logos here
are for example ONLY.

University Park Community Association Inc.
University Park Recreation District.
Agree rules for use of the above bands & names.	4/1/2026	11
DRAFT

“IN PARK” COMMUNICATIONS
As noted, our internal University Park market is key.
Homeowners, residents, club members/guests/public users & our staff.
As influencers in a wider market, including family, friends & acquaintances.
On-going communication & reinforcement of our direction, strategy & brand to
this internal market will be a key to success.
Nurturing our brand equity, with our biggest supporters.
Persistent, consistent, discrete & thoughtful messaging.
Leverage this brand equity in the wider market.
DRAFT	4/1/2026	12

WE/OUR = ALL UNIVERSITY PARK
This Mission, Strategy & Brand is for all University Park:
UP Community Association
UP Recreation District
UP Country Club
Park Boulevard Management LLC
Both Boards should consider adopting this “stakeholder value” focused mission, strategy & branding.
Association and RD/Club Tactical & Operational plans & activities should be
linked to this mission & strategy.
DRAFT	4/1/2026	13

PLANNING FRAMEWORK

Strategic
(Stakeholder Value)

Master plans, specific goals & strategies, Board policies to achieve the strategic goals

Tactical
(Master Plans, Goals & Policies)

Budgets, projects & operations to achieve the tactical objectives

Operational
( O p e r a t i o n s , B u d g e t s & P r o j e c t s )

DRAFT

4/1/2026	14

ANTICIPATE CHANGE
Market-driven change
Demographics of buyers in our real estate market will change.
Lifestyle & property expectations will evolve.
Market for our present offering - golf & country club - will change.
Many of our homes are aging - in a market with much new construction.
Growth of downtown Sarasota and local tourist market bring Club opportunities.
We all need to listen, and…
Appreciate the impact of these changes & embrace them.
Be attuned to the speed & direction of these changes.
Pay particular attention to interests of new owners & tourists, and a future they may indicate.
DRAFT	4/1/2026	15

TACTICAL - MASTER PLANS, GOALS & POLICIES
Linking the mission & strategy to operational initiatives:
Specific strategies – expanding the broad strategy for specific areas or markets
Master plans - club facilities, amenities, services, infrastructure, reserves/capital funding.
Goals - S.M.A.R.T. (specific, measurable, attainable, relevant, time bound).
Board Policies - providing key definitions or linkage to the strategy.

Often Board directed / sponsored:
UPRD Board, with General Manager.
UPCAI Board, with PBM management.

DRAFT

Joint Boards / Mutual Cooperation Agreement.

4/1/2026	16

OPERATIONAL - DAY-TO-DAY OPERATIONS
Processes, projects & day-to-day activities geared to achieve the tactical objectives, through:
Operating budgets:
Club: General Manager, with UPRD Board
Community:  PBM LLC, with UPCAI Board & Committees
Specific plans & projects:
Defined project management
Measurable results
DRAFT	4/1/2026	17

Thank  You
-
Questions?

DRAFT	4/1/2026	18

PROPOSED BRANDING ACTION
Masterbrand: UNIVERSITY PARK®
Now registered in name of UPCAI, No 2497948,
For categories 36/37/41, with 43 awaiting approval.
UPCAI will license to UPRD for full use.
Sub-brand: UNIVERSITY PARKCOUNTRY CLUB℠
UPCAI to register name and logo, with same categories as Masterbrand
UPCAI will license UPRD for full use.
Other
Intellectual property legal & registration costs to be shared equally.
Establish internal rules for the use of these marks.
Cover all of the above in an Amendment to Mutual Cooperation Agreement.
DRAFT	4/1/2026	19

Review Recreation District Associated Value Materials

University Park Recreation District — Financial Benefit Summary	
Estimated Annual Tax Saving & Bond Interest Savings (FY 2020–2025)	
	
Fiscal Year	Real Estate Taxes	Tangible Personal Property Tax	Sales Tax	Bond Interest Savings	Total Savings	
2020	$76,840	$21,815	$125,936	$547,842	$772,433	
2021	$77,162	$29,782	$217,050	$494,866	$818,859	
2022	$77,484	$40,658	$283,162	$490,116	$891,420	
2023	$77,809	$55,505	$239,733	$484,705	$857,752	
2024	$78,134	$75,775	$515,636	$477,889	$1,147,434	
2025	$78,461	$103,448	$312,842	$469,660	$964,411	
TOTAL	$465,890	$326,983	$1,694,359	$2,965,077	$5,452,309	

University Park Recreation District — Real Estate & Tangible Personal Property Taxes

CAGR Based Projections from 2016–2019 Historical Tax Data

Year of
Estimated Savings	Calculated Real Estate Taxes	
CAGR	Calculated Tangible Personal Property Tax	
CAGR	Total RE & TPP Etimated Taxes	
2020	76,840.20	0.42%	21,814.97	36.52%	98,655.18	
2021	77,161.64	0.42%	29,781.60	36.52%	106,943.25	
2022	77,484.43	0.42%	40,657.58	36.52%	118,142.01	
2023	77,808.57	0.42%	55,505.36	36.52%	133,313.92	
2024	78,134.06	0.42%	75,775.41	36.52%	153,909.47	
2025	78,460.92	0.42%	103,447.90	36.52%	181,908.82	
	465,889.83		326,982.82		792,872.65	

CAGR (Compound Annual Growth Rate)
CAGR smooths out the year-to-year volatility and projects a steady growth trend. For example, Real Estate fluctuated between -2.6% and +2.7% growth, so an average growth rate applied forward is more reliable than any single year's rate.

Each projected year = Prior Year × (1 + CAGR), where the CAGR is calculated from the 2016–2019 historical period. See chart below on left.

University Park Recreation District Sales Tax Savings
Taxable Purchases & Sales Tax (7%) by Fiscal Year	Actual Real Estate and TTP Taxes Paid
Tangible  Personal 
Tax Year	Real Estate Taxes	Property Tax
2016	75,567.77	6,280.31	
				2017	76,480.77	12,317.29	
Fiscal Year	Taxable Purchases	Sales Tax		2018	78,553.38	10,400.28	
2020	$1,799,090	$125,936		2019	76,520.10	15,979.43	
2021	$3,100,710	$217,050		
2022	$4,045,176	$283,162		
2023	$3,424,753	$239,733		
2024	$7,366,226	$515,636		
2025	$4,469,171	$312,842		

University Park Recreation District	Bond vs. Commercial Loan: Annual Interest Comparison
Bond Series 2019 | Principal: $24,000,000 | Commercial Loan Benchmark Rate: 5.25% | Bond calculated from schedule	
Fiscal Year	Bond Principal Paid	Bond Interest Paid	Bond Beginning Balance	Comm. Loan Principal Paid	Comm. Loan Interest Paid	Comm. Loan Balance (BOY)	Annual Interest Savings (Bond)	Cumulative Savings	
2020	-	$712,158	$24,000,000	$346,006	$1,260,000	$24,000,000	$547,842	$547,842	
2021	$515,000	$746,969	$24,000,000	$364,172	$1,241,835	$23,653,994	$494,866	$1,042,708	
2022	$530,000	$732,600	$23,485,000	$383,291	$1,222,716	$23,289,822	$490,116	$1,532,823	
2023	$540,000	$717,888	$22,955,000	$403,414	$1,202,593	$22,906,531	$484,705	$2,017,529	
2024	$555,000	$703,525	$22,415,000	$424,593	$1,181,414	$22,503,118	$477,889	$2,495,417	
2025	$570,000	$689,463	$21,860,000	$446,884	$1,159,123	$22,078,525	$469,660	$2,965,077	
2026	$585,000	$675,025	$21,290,000	$470,345	$1,135,661	$21,631,641	$460,636	$3,425,713	
2027	$600,000	$660,213	$20,705,000	$495,038	$1,110,968	$21,161,296	$450,756	$3,876,469	
2028	$615,000	$645,025	$20,105,000	$521,028	$1,084,979	$20,666,257	$439,954	$4,316,423	
2029	$630,000	$629,069	$19,490,000	$548,382	$1,057,625	$20,145,229	$428,556	$4,744,978	
2030	$645,000	$611,125	$18,860,000	$577,172	$1,028,834	$19,596,848	$417,709	$5,162,688	
2031	$665,000	$591,475	$18,215,000	$607,473	$998,533	$19,019,676	$407,058	$5,569,746	
2032	$685,000	$571,225	$17,550,000	$639,366	$966,641	$18,412,202	$395,416	$5,965,161	
2033	$705,000	$550,375	$16,865,000	$672,932	$933,074	$17,772,836	$382,699	$6,347,860	
2034	$730,000	$528,850	$16,160,000	$708,261	$897,745	$17,099,904	$368,895	$6,716,755	
2035	$750,000	$506,181	$15,430,000	$745,445	$860,561	$16,391,643	$354,380	$7,071,135	
2036	$775,000	$482,353	$14,680,000	$784,581	$821,425	$15,646,197	$339,072	$7,410,208	
2037	$800,000	$457,744	$13,905,000	$825,772	$780,235	$14,861,616	$322,491	$7,732,699	
2038	$820,000	$432,431	$13,105,000	$869,125	$736,882	$14,035,845	$304,451	$8,037,149	
2039	$850,000	$405,806	$12,285,000	$914,754	$691,253	$13,166,720	$285,447	$8,322,596	
2040	$875,000	$377,775	$11,435,000	$962,778	$643,228	$12,251,967	$265,453	$8,588,049	
2041	$905,000	$348,284	$10,560,000	$1,013,324	$592,682	$11,289,189	$244,398	$8,832,447	
2042	$935,000	$317,234	$9,655,000	$1,066,524	$539,483	$10,275,864	$222,249	$9,054,696	
2043	$965,000	$285,172	$8,720,000	$1,122,516	$483,490	$9,209,341	$198,319	$9,253,014	
2044	$1,000,000	$252,013	$7,755,000	$1,181,448	$424,558	$8,086,825	$172,546	$9,425,560	
2045	$1,030,000	$217,756	$6,755,000	$1,243,474	$362,532	$6,905,377	$144,776	$9,570,336	
2046	$1,065,000	$181,738	$5,725,000	$1,308,757	$297,250	$5,661,903	$115,512	$9,685,848	
2047	$1,105,000	$143,763	$4,660,000	$1,377,466	$228,540	$4,353,146	$84,778	$9,770,626	
2048	$1,145,000	$104,388	$3,555,000	$1,449,783	$156,223	$2,975,680	$51,836	$9,822,462	
2049	$1,185,000	$63,613	$2,410,000	$1,525,897	$80,110	$1,525,897	$16,497	$9,838,959	
2050	$1,225,000	$21,438	$1,225,000	-	-	-	($21,438)	$9,817,521	
TOTAL		$14,362,671		24000000	$24,180,192		$9,817,521	$9,817,521	

University Park Recreation District — Bond vs. Commercial Loan Assumptions
Non-Ad Valorem Assessment Bonds, Series 2019 | Issued: November 13, 2019

BOND STRUCTURE ASSUMPTIONS		
Original Principal Amount ($)	$24,000,000 Source: PFM Final Numbers, Nov 13 2019	
Bond Sale Date	11/13/2019	
First Principal Payment Date	11/01/2021	
Final Maturity Date	05/01/2050	
Total Interest — Bond ($)	$14,362,671 Source: PFM Final Numbers, Page 7	
Reserve Fund ($)	$1,270,244 Source: PFM Final Numbers, Page 7	
Capitalized Interest ($)	$712,158 Source: PFM Final Numbers, Page 7	
		
COMMERCIAL LOAN ASSUMPTIONS (2019 BENCHMARK)	
Commercial Loan Principal ($)	$24,000,000 Same principal as bonds	
Commercial Loan Interest Rate	5.250% 2019 benchmark: Prime (5.00%) + 25 bps spread; Fed Funds 1.75%	
Amortization Period (years)	30 Matched to bond final maturity (~30-yr)	
Payment Frequency	Annual Annual payments for comparability

NOTE ON RATE SELECTION

5.25% reflects the 2019 commercial banking environment: Prime Rate = 5.00% (as of Nov 2019), plus a 25 bps credit spread for a special-purpose district with non-ad valorem pledge. Source: Federal Reserve H.15, Nov 2019.

Discussion of Potential Senior Membership & Potential Intermediate Membership Categories

Thoughts for additional Membership categories. This is not a proposal but some thoughts for the conversation. This is concentrated on the full golf membership; a similar set of criteria could be established for tennis if that makes sense.

Senior Membership Category

Available to those who reach a particular age (80?)
Both spouses must achieve this age if both desire to be full members
If only one spouse desires full membership that individual membership could be provided as a senior category and spouse remains social member
Annual dues at xx% of current full membership dues (50%?)
Needs to be a cap to prevent a potential transfer drain on regular membership dues revenue (10-20 units?)
Longest tenured full members have pecking order priority to make the move to senior category
This could be an added membership classiﬁcation - keep the 450 regular membership quotas
Rules
Limit rounds per month (2 in season/unlimited off
season?) Full use of all other facilities
Ability to play additional rounds in season at prevailing guest fee

Tee time availability per full membership rules or outside play rules?

Intermediate Membership

Could be considered for two factors:
Our full membership levels fall below quota
Opportunity to attract a younger demographic of members
Start to build membership ranks for the next decade and beyond
Begin to seed the next generation of long-term golf culture at UPCC
Additional initiation & annual dues ﬂow
Additional guest fees as these members would invite their friends and help introduce a new demographic and additional memberships
Newly acclimated younger golfers become potential home buyers
Considerations
Determine age threshold (up to 50, 55, or 60?)
Membership cost dynamics
Offer an initiation fee of xx% less than standard non-resident (50%?)
Annual dues at xx% of current non-Resident fees (75%?)
Add this as a new category with a cap (10-20 units?) or just include in the 450 total?